SUSTAINABILITYREPORT
SAFE AND STABLE OPERATIONS, FOR THE PEOPLE AND PLANET.

CONTENT S
STATEMENT FROMTHE GENERAL MANAGER
Page 04

OUR SUSTAINABILITY APPROACH
Page 06

ABOUT ADOC
Page 12INTRODUCTION
This report demonstrates andrecognizes our social, economic, andenvironmental achievements, as well as
areas of improvement moving forward.
Page 18

PEOPLE
Our people are our most valuableasset. We respect individuals and theirfundamental human rights and strive tocreate a workplace environment where
employees can demonstrate theirabilities to the fullest.
Page 24

PLANETAt ADOC, we are mindful ofthe environment in which we operate.
We recognize the potential environmental
impacts that could occur which are intrinsicallyassociated with our industry.
Page 38HEALTH & SAFETY
ADOC aspire to become a safe,
accident-free company. The safety of
our employees and operations is our top
priority and we strive to assure the safetyof all our business activities.
Page 54

PROFIT
ADOC’s vision focuses on optimizing
production and long-term growth.
The major targets to achieve this vision
include maintaining safe and stable
operations, further enhancing individual
capability and productivity and executing allplanned works within strict time schedules.
Page 66

ABBREVIATIONS LIST
Page 70

GRI INDEX
Page 72

ADOC 2020 SUSTAINABILITY REPORTSTATEM ENT F RO M
TH E G EN ER A L M AN AG ER
This was an exceptionally challenging year
for businesses and individuals, yet ADOC
were resilient against the difficulties facedby the pandemic and were able to makegreat strides towards our sustainability
commitments, which is testament to ouremployees strength and dedication to
the Company.

04

ADOC 2020 SUSTAINABILITY REPORT

Mr. Koji Ueno
Representative & General Manager, ADOC

Welcome to the 10th edition of ADOC’s Sustainability Report. Our commitment to sustainability
is demonstrated by our actions towards enhancing the environment, society, and economy in which
we operate. We are dedicated to continual learning and improvement to support the nationaland global advancement of sustainability. I am pleased to communicate these commitments toour esteemed stakeholders throughout the contents of this report.
This year with the outbreak of the global COVID-19 pandemic, we faced numerous challenges.
Furthermore, oil prices reached a record drop, yet despite these obstacles, we were able tocontinue safe and stable operations. We are also pleased to have maintained production without
any operational disturbances or major incidents.
Most notably, we are appreciative of the resilience of our staff and their flexibility in adapting to
the changing work culture and immediately switching to remote working.
The admirable productivity and dedication of our employees located offshore and those working
remotely in Abu Dhabi meant there was no interruptions to operational activities. To support
this movement, we maintained excellent IT expertise and invested in technological resources
to transform our activities to online platforms by upgrading the internal systems with incredible
success to allow continued working.
ADOC’s responsibility to the health and safety of our employees and Contractors was amplified
during 2020, and we went over and above to safeguard the wellbeing of all during the pandemic.
A weekly COVID-19 Task Force Meeting was arranged from March to December 2020. All
department managers were actively involved in this meeting to share their department’s
performance, as well as discuss the continual health and safety of their employees. This initiative
played an important role in managing the transition.
Continuity was also achieved in training at ADOC in 2020 despite the pandemic. All training courses
were shifted online, with an extremely high success rate. This included the Japanese Language
Training Programme, which is an initiative to provide Japanese language courses to Emirati Nationals
and in schools. The Japanese Language Training Programme was continued throughout 2020 via
online classes, including an online graduation ceremony for all students which will be held in 2021.
Looking back, we are proud of our staff’s achievements throughout this challenging year which
without a doubt has affected all of us on different personal and professional levels. However, ourstaff have proven their dedication to the Company’s overall growth and progression and withthis we have achieved safe and stable operations during a historical year. Moving forward, we aim
to continue on the same path and build on our leadership’s vision towards greater growth andsustainability for our people, planet and profit.

05

ADOC 2020 SUSTAINABILITY REPORTO U R S U STA I N A B I LIT YA PPROAC H
ADOC’s key stakeholders wereconsulted during the preparation of thisreport, including Company employees,
Contractors, and Suppliers to define
this year’s report content. Engagementof stakeholders was achieved throughstakeholder interviews, a Materiality
Assessment Workshop and receipt of
responses to questionnaires.

06

ADOC 2020 SUSTAINABILITY REPORTOUR SUSTAINABILITY APPROACH
Abu Dhabi Oil Co. Ltd. (Japan) (ADOC) are pleased to present their 10 th annual Sustainability Report,
covering activities from January 1st, 2020 to December 31st, 2020. This report demonstrates andrecognizes our social, economic, and environmental achievements, as well as areas of improvement
moving forward. This reporting practice helps to define and improve our management proceduresand guide our future activities for the benefit of our employees, stakeholders, the community,and environment.
We present our report in accordance with the Global Reporting Initiative (GRI) Standards: Core
Option. The report has also been aligned with the United Nations (UN) Sustainable Development
Goals (SDGs), to demonstrate ADOC’s contribution to the global framework.
This report focuses on ADOC’s United Arab Emirates (UAE) based operations, namely our onshore
facilities: Abu Dhabi Office and Mussafah Warehouse; and our offshore facilities: Central Facilities
Platform (CFP), Mubarraz Island and supporting facilities, including the Umm Al Anbar Site Terminal(ARST), Neewat Al Ghalan (GA) Terminal, Hail Site Terminal (HST), as well as the four offshore fields:
Mubarraz, Umm Al Anbar (AR), Neewat Al Ghalan (GA), and Hail.

Preparation of the Sustainability Report
ADOC’s key stakeholders were consulted during the preparation of this report, including Company
employees, Contractors, and Suppliers to define this year’s report content. Engagement of
stakeholders was achieved through stakeholder interviews, a Materiality Assessment Workshop andreceipt of responses to questionnaires. As sustainability covers a broad range of topics; the mostimportant aspects and issues to ADOC and its stakeholders were defined through the focused
Materiality Assessment.
In 2019, we carried out a comprehensive Materiality Assessment, which accounted for the additionof an Offshore Operating (OP) Department to our organizational structure. Due to the significant
change in circumstances because of the Coronavirus (COVID-19) pandemic and associated changing
work environment and culture, it was deemed necessary to undertake a thorough revalidation of thematerial topics selected for this report. The image below outlines the process for materiality selection.

Materiality Assessment Process

STEP 1

STEP 2

STEP 3

ADOC compiled a list of
potetnial material topics
through reviewing the
GRI Standards, Oil and
Gas Sector Supplement,
and UN SDGs

ADOC prioritizedmaterial topics throughan internal stakeholder
workshop and external
stakeholder survey

ADOC consolidated theresults of the internaland external assessment
in a materiality matrix
to determine the mostmaterial topics fordisclosure

Identifying the Proposed
Material Topics

Prioritizing theMaterial Topics

Preparing theMateriality Matrix

07

ADOC 2020 SUSTAINABILITY REPORT

Nine material topics
were identified andranked based on the
feedback from internaland external stakeholders.

People, planet, and profit issues wereassessed by the internal and external
stakeholders through a workshop andquestionnaires, respectively, to finalize
the list of material topics to be reported
this year. These have been categorized asmaterial, very material and most material,
based on the topic’s importance to ADOC
and its stakeholders. The boundary of the
Sustainability Report focuses on ADOC’s
UAE operations, and the individual
topic boundaries were determinedbased on the location of the operating
activities and reach of their potential risks
and opportunities.

Nine material topics were identified
and ranked based on the feedback frominternal and external stakeholders,presented in the materiality matrix below.
It is important to note that 28 employees
participated in the internal stakeholder
workshop, while 11 external stakeholders
particiapated in the survey.

Material Topics for 2020
Rank

08

Material Topic

Sustainability Pillar

Materiality

Topic Boundary

1

Spills from Operations

PlanetMost Material

ADOC Site Operations

2

Biodiversity

PlanetMost Material

ADOC Site Operations

3

Hydrocarbon / Waste Gas
Flaring

PlanetVery Material

ADOC Site Operations

4

GHG Emissions

PlanetMaterial

ADOC Site Operations

5

Other Emissions

PlanetMaterial

ADOC Site Operations

6

Water Effluents

PlanetMaterial

ADOC Site Operations

7

Waste Management

PlanetMaterial

ADOC Headquarters andSite Operations

8

Asset Integrity and Process
SafetyPeopleMaterial

ADOC Site Operations

9

Internal Energy
Consumption

PlanetMaterial

ADOC Headquarters andSite Operations

ADOC 2020 SUSTAINABILITY REPORT

Materiality Matrix

Material

Very
Material

Most
Material

Waste
Management

Impact on Stakeholders

Disclosure on
Employment
Statistics

Hydrocarbon/
Waste Gas Flaring

GHG Emissions
Internal Energy
Consumption

Biodiversity

Water Effluents
Asset Integrity andProcess Safety
Other Emissions

Water
Consumption

Economic
Performance

Compliance withLaws and Regulations

Ethics andIntegrity

OHS Management
and Training

Local
Communities
Engagement
Market Presence

SpillsCommunity
Investment
Human Rights in
Investment andProcurement

Performance
Appraisal of Employees

Employee
Management
Relations

Diversity, Equal
Opportunity and
Non-Discrimination

Corruption andAnti-Competitive
Behaviour
Training and Education
Performance

Impact on Business09

ADOC 2020 SUSTAINABILITY REPORTADOC’s Alignment to theUnited Nations (UN) Sustainable
Development Goals (SDGs)
The UN SDGs are a roadmap to achieve a better andmore sustainable future, addressing global challenges suchas climate change, environmental degradation, poverty,
inequality, and human rights.
The areas where we actively endeavor to make the mostsignificant contribution to sustainable development throughour work and align with the SDGs are as follows:

ADOC promotes the health andwellbeing of all employees by
providing medical care and training
to ensure all staff are competentin their work to avoid health andsafety risks and incidents. ADOC
have consistently reported zero
fatalities for many years, withzero fatalities in 2020. ADOC
also recorded no Lost Time
Injuries (LTIs), meeting their Key
Performance Indicator (KPI)
target, while the Contractors only
recorded three LTIs, which is alsoin accordance with the ADOC KPI.

39INDUSTRYINNOVATION &INFRASTRUCTURE

We are committed to advancing
sustainable operations andpromoting innovation within
the oil and gas sector. To reduce
our environmental footprint
and ecological impact, ADOC
are engaged in several activities
to preserve the valuableecosystems in our offshore fields
by monitoring, protecting, andenhancing natural environments,
such as through mangrove planting
and reuse of sewage sludge for the
mangrove plantation. The research
and activities undertaken by
ADOC have been shared with theglobal community through journal
publications and award schemes
to transfer knowledge and foster
global innovation to promotesustainable development.

10

10

REDUCEDINEQUALITIESWe respect individuals and theirfundamental human rights; we do
not engage in acts that infringe on
the moral principles for standardsof human behavior. We prohibit
discrimination, forced work
against workers’ wishes and childlabor, and we respect the rights
of indigenous people. All ADOC
operations have undergone
human rights reviews or humanrights impact assessments in thisreporting year.

11

GOOD HEALTH &WELL-BEINGSUSTAINABLE
CITIES &COMMUNITIESADOC are committed tosupporting a safe, resilient, andsustainable city by paying close
attention to their environmental,social, and economic impacts. For
example, we proactively makeevery effort to minimize the waste
generated by our operations
to reduce our environmental
footprint and operationalcosts. We manage our waste inaccordance with the applicableregulatory laws on waste
management for handling, storage,
and disposal, as well as Abu Dhabi
National Oil Company (ADNOC)
Health Safety and Environment(HSE) Standards.

ADOC supports all employees
who wish to further theireducation by offering flexible
working hours and study leave. In
addition, ADOC provides in-houseand external training courses; atotal of 534 hours of training were
undertaken in 2020 by Company
employees, and we provided
1,271 hours to our Contractors.
ADOC also provides educationin the community through theJapanese Language Learning
Programme, which focuses on
the cultural development of
the younger generation of Abu
Dhabi. This programme continued
virtually despite the challenges ofthe pandemic.

4

12

QUALITYEDUCATIONRESPONSIBLE
CONSUMPTION &PRODUCTION

We are committed to investingin the safety of our operations
and continually report on our
performance. ADOC follow a
stringent set of requirements set
by ADNOC and ADOC, as well as
follow international best practiceto ensure responsible production.

ADOC 2020 SUSTAINABILITY REPORTWith respect to every individual
and their fundamental rights,
ADOC prohibits discrimination on
the grounds of birth, nationality,
race, beliefs, religion, gender,
age, or disability. ADOC havea robust Code of Conduct
which is implemented by every
employee to prevent inequalities in
the workplace.

ADOC supports sustainable water
management and ensures thatwater conservation is a priority
through efficient and responsible
use of water by every individual.
We also encourage water
recycling, for example, ADOC uses
treated wastewater for irrigation
purposes at Mubarraz Island. In
addition, we strive to improvewater quality by reducing andeliminating pollution, dumping,and releases of hazardous
chemicals and materials to themarine environment. ADOC
are dedicated to preventing
and minimizing the number andvolume of hydrocarbon spills to
the marine environment throughstrict operations and maintenanceprocedures, and firmly adheresto national and internationalguidelines for discharges into themarine environment.

5

GENDEREQUALITY

613

CLIMATEACTION14

We consciously take action to
reduce our carbon emissions fromour operations. ADOC adhere toa zero-flaring policy and monitor
all operations with respect toair emissions.

CLEAN WATER &SANITATION

LIFE BELOW
WATER

We protect the marine
environment through risk
assessments and conservation
activities around our offshore
operations. For example, nosignificant spills recorded in thisreporting year, preventing andreducing marine pollution.

ADOC completed the transition of
their Energy Management System(EnMS) from the International
Organization for Standardization(ISO) 50001:2011 to 50001:2018
standard. This standard provides
a framework for more efficientuse of energy and continual
improvement, by setting targets
and objectives and measuring
the results.

7

15

AFFORDABLE &CLEAN ENERGY

LIFE ONLAND

We ensure environmental andbiodiversity protection throughenvironmental impact assessments,
conservation, and monitoring
activities, such as our mangrove
plantation, and osprey, seagrassand coral monitoring programs.

Despite the COVID-19 pandemic,
ADOC successfully maintained
stable operations by meeting
all crude oil production targets,therefore promoting sustained
economic growth in a difficult
year, as well as full and productive
employment, securing all
employee positions.

8

16

DECENT WORK &ECONOMIC GROWTHPEACE, JUSTICE& STRONG
INSTITUTIONSADOC also operate in linewith the highest standards ofgovernance, compliance, and ethics
in accordance with national andinternational legislation and enforce
similar regulations throughout our
supply chain.

Reporting Framework,
Scope and Limitations
The list of material aspects and boundaries have been revised forthe year 2020 to reflect the internal and external stakeholder
assessment. In this report, we focus on the most material topics as
defined by the stakeholders. In addition, we have also undertaken
the process of mapping our material topics to the UN SDGs, toalign and positively contribute to the UAE’s commitment to theimplementation of the goals.
We welcome your valuable feedback on our 2020 Sustainability
Report and encourage you to contact us at auhse@adoc.ae withany comments or suggestions.
11

ADOC 2020 SUSTAINABILITY REPORTA BO UT A DOC
ADOC was established on the 17th ofJanuary 1968 when it was awarded the
exploration and development of the oilconcession Mubarraz Field, located off thecoast of Abu Dhabi. The first exploratory
well successfully produced crude oil in
September 1969 in Mubarraz Field, and inJune 1973, the first shipment of Mubarraz
crude oil was transported to Japan.

12ADOC 2020 SUSTAINABILITY REPORTABOUT ADOC
ADOC, Abu Dhabi Oil Co. Ltd. (Japan) is a privately held company that specializes in the development
and production of oil, with our head office based in Tokyo, Japan. ADOC’s operations in Abu Dhabi
are regulated under the Supreme Petroleum Council (SPC). The SPC is the superior authority
responsible for the petroleum industry in the Emirate of Abu Dhabi. The SPC formulates and oversees
the implementation of Abu Dhabi’s petroleum policy and follows up its implementation across all areasof the petroleum industry in the Emirate to ensure that the goals set are accomplished. ADOC also
follows standards and guidelines in line with Abu Dhabi National Oil Company (ADNOC), which is astate-owned corporation responsible for the production and marketing of all Abu Dhabi oil and gas
exploration and production.
ADOC was established on the 17th of January 1968 when it was awarded the exploration anddevelopment of the oil concession Mubarraz Field, located off the coast of Abu Dhabi. The first
exploratory well successfully produced crude oil in September 1969 in Mubarraz Field, and inJune 1973, the first shipment of Mubarraz crude oil was transported to Japan. Since commencing
its operations in May 1973, ADOC has been highly regarded for its achievements within the industry
through safe, effective, and reliable operations. ADOC is strongly committed to health, safety, andthe environment, and has developed procedures in alignment with the ADNOC Health, Safety andEnvironment (HSE) Standards. Through ADOC’s safe and stable operations, we can continue ourcontribution to the development of Abu Dhabi and the supply of crude oil to Japan.

Our Shareholders
ADOC is owned by four Japanese shareholders, who provide governance and propel the growth of
the Company in a safe and sustainable manner. ADOC was originally formed in 1968 by Maruzen OilCo., Ltd., Daikyo Oil Co., Ltd. (these two companies have since merged into the present Cosmo Abu
Dhabi Energy Exploration and Production Co., Ltd.) and Nippon Mining Co., Ltd. (now JX Nippon Oil& Gas Exploration Corporation). Since then, two additional shareholders, Kansai Electric Power Co.
Inc. and Chubu Electric Power Co. Inc. have also joined the consortium. The ADOC shareholders
lead all decision-making processes relating to the future of the Company.

ADOC’s Shareholder Percentages

1.70% 1.70%

32.20%
64.40%

Kansai Electric Power Co. Inc.
Chubu Electric Power Co.
JX Nippon Oil and Gas
Exploration Corporation
Cosmo Abu Dhabi Energy
Exploration and Production
Co. Ltd.

13

ADOC 2020 SUSTAINABILITY REPORT

Organizational Structure
ADOC’s operations in Abu Dhabi have 10 departments operating under the General
Manager, including Planning and External Relations (PL), Administration (AD), Human
Resources and Development (HR), Finance and Accounting (FA), Purchasing andTransport (PT), Development (DP), Projects (PJ), Processing and Integrity (PI), Health,
Safety and Environment (SE) and the Offshore Operating (OP) Department. The
Auditing (AU) Department also operates in Abu Dhabi; however, it is governed fromthe headquarters in Japan. No additional departments were added to the Abu Dhabi
organization structure in this reporting year.
The General Manager reports directly to the President of ADOC, located in Japan.
The General Manager is responsible for managing the economic, environmental, andsocial impacts of our operations, along with a committee of managers from each of the
10 departments who have delegated responsibilities on issues related to these topics.
Each manager is responsible for the identification of impacts, risks, and opportunities, aswell as the implementation of suitable mitigation and control measures. Due diligenceassessments are undertaken through the Internal AU Department to ensure theadequacy of these measures, as well as periodic external audits.

Auditing
Department

Planning &Administration
Department

Executive Board
Meeting

General Meeting of
Shareholders

Board of Directors

President

Audit & Supervisory
Board

Technical
Department

Health, Safety& Environment
Management

14

ADOC 2020 SUSTAINABILITY REPORT

Abu Dhabi Field Office
Auditing
Department

Planning Group

Planning & External
Relations Department

Personnel &General ServiceGroup

Administration
Department

Finance &Accounting
Group

Human Resources& Development
Department

Finance & Accounting
Department

General Manager

Purchasing & Transport
Department

Development
Department

Exploration &Development Group

Project
Department

Processing &Maintenance Group

Processing & Integrity
Department

Health, Safety& Environment
Department
Health, Safety &Environment
Management Group

Offshore Operating
Department

15

ADOC 2020 SUSTAINABILITY REPORTADOC operates in the
UAE oil and gas sector,
and is responsible for the
extraction, processing, andtransportation of crude oil
to Japan.

OUR OPERATIONSADOC operates in the UAE oil andgas sector, and is responsible for the
extraction, processing, and transportationof crude oil to Japan. ADOC operates four
oil fields approximately 100 kilometers
west of Abu Dhabi City: Mubarraz, Umm
Al Anbar (AR), Neewat Al Ghalan (GA)and Hail, which are all currently producing
oil. The main processing and support
facilities are situated on Mubarraz Island,
south of the GA Field.
Mubarraz Island hosts oil and gas
processing, crude storage, crude loading,water treatment utilities, accommodation
blocks and other associated infrastructure.
Crude oil produced from Mubarraz,
AR, GA and Hail Fields are processed at
Mubarraz Island and shipped as Mubarraz
crude oil to Japan. The field operations aresupported by the offices in Abu Dhabi andthe warehouse facility in Mussafah.

16

Mubarraz
Field

AR and GA
FieldsCommercial production in Mubarraz
Field commenced in 1973. The Field
consists of the Central Facilities Platform(CFP), located in the center of Mubarraz
Field, three production platforms,
seven well platforms, and twelve tripod
well platforms.

Commercial production in the AR and
GA Fields commenced in 1989 and 1995,
respectively. The AR Site Terminal (ARST)
is in the center of the AR Field and isequipped with oil processing, sweet gas
injection and sour gas injection facilities. A
causeway provides onshore access from
Mubarraz Island to the ARST.

Fluid from the production wells is
treated on the production platforms
for the first stage separation and thentransported to CFP through submarine
pipelines, where the oil and gas isgathered and transported to Mubarraz
Island via pipelines for final processing.
The CFP has a living quarters platform,
control room platform and a production
platform, which are connectedby a bridge.

Well-head streams from the AR and GA
Fields are gathered through the pipeline
network at the ARST, where both oil andgas are then separated using multi-staged
separators. The separated oil is thentransported to Mubarraz Island and thegas is sent to sweet and sour gas injection
facilities where it is used in reservoirs toenhance oil recovery.

ADOC 2020 SUSTAINABILITY REPORT

Rig
Operations

Hail Site
Terminal and Field

Mubarraz
IsalndADOC previously had two rigs for theiroperations. However, one rig was dehiredin August 2020, leaving one rig available atpresent for drilling new wells or to workover existing wells. We use jack-up typeoffshore rigs that are designed to operate
in the shallow waters.

Hail Field is located 10 kilometers southof Mubarraz Island. The Hail Field
development project is planned in twophases: Early Production Scheme Phaseand Full Field Development Phase.
The Early Production Scheme wascommissioned and started production inlate 2017. The Hail Site Terminal (HST)
was constructed as part of the early
production, and includes production
wells, well testing facilities, production
pipelines, gas injection and gas lift pipeline,
subsea cable lines, chemical injection, andother utility systems. Fluid produced from
Hail Field is transferred via pipelines to
Mubarraz Island for processing.

Crude oil from the Mubarraz, AR, GA and
Hail Fields is gathered through pipelines at
Mubarraz Island, where facilities are used
to process the crude oil into the final crude
product, and loading facilities are used forshipment to Japan through a Single Point
Mooring (SPM) facility. Separated water
and wastewater at Mubarraz Island are
injected into the underground formation
through a disposal well to eliminate effluent
discharge into the sea. The island also hostsa residential facility that accommodates
approximately 500 personnel, as well as
sports and recreation facilities, including asoccer field, tennis court and golf course.

The rig possesses a barge-shaped hull withthree truss legs and is also equipped witha derrick and other devices for drilling andwork-over operations. The jack-up rig is
towed to a location with its legs positioned
upwards. Once at the site, the legs are
firmly positioned on the seabed for workover or drilling operations.

Hail Field is located within the Buffer Zoneof the Marawah Marine Biosphere Reserve,in extremely shallow waters around theHail Shoal. The waters provide importantcoral and seagrass habitats for Dugongs
and other marine wildlife, including sea
turtles and dolphins.

OUR PRODUCTOur product is the processed crude oil
produced from ADOC’s oil fields. Tankers
loaded with crude oil in Abu Dhabi leave
the Arabian Gulf through the Straits of
Hormuz, across the Indian Ocean andthrough the Straits of Malacca to deliver
the crude oil to Japan. The tankers travelapproximately 11,500 kilometers with asailing time of 18 days. The marketing andsales operations are undertaken in Japan
where the product is sold (beyond thescope of this report). ADOC’s customers
are in Japan.

17

ADOC 2020 SUSTAINABILITY REPORTO1C HAPTE R O1I NTRO DUC TION
This report demonstrates andrecognizes our social, economic, andenvironmental achievements, as well as
areas of improvement moving forward.

18

ADOC 2020 SUSTAINABILITY REPORTOUR COMMITMENTS AND ENGAGEMENTS
To ensure smooth, sustainable, and stable operations in today’s business environment, regularinteraction with our stakeholder groups is key. ADOC encourage open dialogue between
all stakeholders to maintain and strengthen collaboration through transparent and trusted
communications. At ADOC, we define our stakeholders as groups or individuals that can either
affect or be affected by our business. We engage with our stakeholders on a regular basis throughinternal meetings, site visits, presentations, participation in regional forums, grievance procedures,and committees.

ADOC Stakeholders

Contractors &Suppliers

Government
Entities &Regulators

Shareholders

ADOC
Engagements

Educational
Institutions

Local
Communities

Employees

SPC &
ADNOC

We continued to engage with those influenced or affected by our activities, despite the challenges
posed by the COVID-19 pandemic, which limited face-to-face interactions. We engaged all
departments in the materiality assessment, including the OP Department which was formed in 2019.
The SE department, in consultation with other relevant departments, identified the stakeholder
representatives who are responsible for the engagements. The SE Department ultimately provides
feedback to the General Manager for approval. Moreover, ADOC and Contractor employees
continued to participate in training sessions despite alternative working conditions due to thepandemic. Suppliers were also interacted with on a regular basis.
Our commitment to Emiratization remained a priority this year. We continually engaged with
our UAE National employees, providing them with regular training and performance reviews to
assist them in reaching their goals and to further progress their careers. One of the main priority
areas for improvement identified at ADOC through stakeholder engagement, particularly throughcommunications with UAE Nationals initially, is employee advancement throughout the grading
system at ADOC. ADOC are currently undertaking a full review of the mechanism for employee
progression based on this feedback.

19

ADOC 2020 SUSTAINABILITY REPORTCORPORATEGOVERNANCE
The Board of Directors is directly
responsible for the governance of ADOC,
who are overseen by the General Meetingof Shareholders, where shareholders canmake decisions related to the Company
and to assess the Board of Directors’
actions. The Board of Directors are
responsible for setting regulations andmanagement policy and appointing
directors as part of their duty.
As per the regulations governing theBoard of Directors, meetings are held
every quarter. Extraordinary meetings
are held as needed. The primary aim of
the meetings are to act on organizational
matters, examine the progress of businessinitiatives, and assess the course of action
to resolve ongoing problems.

20

In Abu Dhabi, ADOC operates under
and is regulated by the SPC, the superiorauthority responsible for the petroleum
industry in Abu Dhabi. ADOC are boundby all legal requirements issued by theFederal Government of Abu Dhabi, which
are communicated through SPC. ADOC
also adheres to the ADNOC standards
and guidelines, such as the ADNOCHSE Standards.
The General Manager at ADOC
receives all notifications of revised
regulations, which are conveyed to the
PL Department and are subsequently
assigned to the relevant departments
at ADOC. Any potential issues that
may arise are addressed in the weekly
department managers’ meetings, Health,
Safety, Security and Environment (HSSE)
committee meetings, and management
review meetings.

Regulatory Enforcement Process

Federal Governmentof Abu Dhabi

SPC/ADNOC

ADOC
General Manager
ADOC Planning andExternal Relations
Department
All Departments

ADOC 2020 SUSTAINABILITY REPORT

Corporate Principles of
ADOC

MEMBERSHIP AND
CERTIFICATION

The main principle at ADOC is ‘Safe andStable’ operations. ADOC continued to
strive to achieve this principle through thefollowing commitments:

ADOC reports environment and safety
data to ADNOC on an annual basis forreporting to the International Associationof Oil and Gas Producers (IOGP). The
IOGP is a global forum in which members
identify and share best practices in every
aspect of health, safety, environment,
security, social responsibility, engineering,and operations.

•

We regard safe and stable
operations as our top priority andstrive for harmonious coexistence withsociety through the assurance of safety
in all our business activities.

•

We strive to ensure the stable supplyof crude oil as a responsible energy
supply company. We seek to satisfy
our customers and shareholders,
while also contributing to thedevelopment of Japan and theglobal community.

•

We believe in the resolution of
global warming and other problems
related to the global environment. We
are committed to the implementationof environmental preservation
measures and activities.

•

We value communication with society
and proactively and independently
contribute to the development ofregional communities.

•

We are determined to act as a
responsible and sensible
member of society.

The main principle at
ADOC is ‘Safe and Stable’
operations.

ADOC also completed the transitionof the EnMS to the ISO 50001:2018
Energy Management Systems standard.
This certification demonstrates ADOC’s
commitment to continual improvement
in energy management by preparing aframework to manage, minimize andmeasure energy usage in the Company.

21

ADOC 2020 SUSTAINABILITY REPORT

Sustainability
Highlights
2020

1

4

5

6

23 employees undertook theCompetency Based Training programmefor UAE Nationals

GHG emissions increased by 4.6% due toincreases in flaring and energy utilization.
Despite the increase, this is significantly
less than the 23% increase experienced in2019 from 2018 levels

100% of all Suppliers were screened,assessed, and approved as per ADNOC
guidelines and protocols

10

11

12

No non-compliance issues with social,economic, and environmental laws and/or regulations

534 ADOC training hours complete, as
well as 1,271 Contractor training hours

Weekly COVID Task Force
Meeting createdNo fines issued for environmental,social or safety violations

16

ADOC submitted a publication on‘Enhancing Growth of Mangrove Seedlingsin the Environmentally Extreme Arabian
Gulf using Treated Sewage Sludge’ to theMarine Pollution Bulletin Journal

22

ADOC 2020 SUSTAINABILITY REPORT

2

3

Zero LTI incidents recorded for ADOC
employees and celebration of 4,000 days
without an LTI in CFP and 1,000 days
without an LTI in Mubarraz Warehouse

No employee grievances raised

7

8

9

Average daily gas flared KPIs for
Mubarraz, ARST and CFP were reduced
to optimize our operations and reduce
our environmental impact, which wereachieved, demonstrating ADOCs constantefforts achieve zero flaring at their facilities

ADOC applied for the International
Environmental Award in the World
Association for Waterborne Transport
Infrastructure (PIANC) – Working
with Nature – Certificate of
Recognition Category

ADOC submitted their efforts
on mangrove planting to theInternational Association of Dredging
Companies (IADC) Terra et Aqua
Quarterly Publication

13

14

15

No major oil or chemical spills
were recorded

19,788 mangrove saplings
were planted

88% of the total spending on
procurement was on local vendors

17

ADNOC published a paper in the
Marine and Freshwater Research
Journal on ‘Mangrove Planting on
Dredged Material: Three Decades of
Nature-Based Coastal Defense along a
Causeway in the Arabian Gulf’

23

ADOC 2020 SUSTAINABILITY REPORTO2C HAPTE R O2

PEO PLE

Our people are our most valuableasset. We respect individuals and theirfundamental human rights and strive
to create a workplace environment
where employees can demonstrate theirabilities to the fullest and contribute totheir clear career paths. The HR and AD
Departments are responsible for talentacquisition and recruitment, training,development and career advancement of
employees, and fair and equal benefits toall employees.

24

ADOC 2020 SUSTAINABILITY REPORTOUR EMPLOYEESAt the end of 2020, our team in the UAE comprised of 170 employees, which is a slight decrease
from 176 employees within the organization in 2019. All 170 employees, including both male andfemale employees, are on permanent, full-time contracts. A total of 13 new employees were hired,while 19 individuals left the employment of ADOC, resulting in an 11% turnover rate. The individuals
who were hired in this reporting year included 11 males and two females, with four employees under
the age of 30 years old, eight employees between 30-50 years old, and one employee over the age of
50 years old. Most new hires assumed middle management positions, while one employee was hired
at a staff level.
Unfortunately, 19 employees left ADOC in 2020, many of which either retired or returned to Japanto the mother company operations. In total, 18 of the employees were male, and one was a female
member of staff, with six employees under the age of 30 years old, seven personnel between theage of 30-50 years old and six personnel over the age of 50 years old. Two of the employees werefrom an executive and senior management position, 13 were from middle management positions
and four were staff positions. Although the number of employees has steadily decreased in the past
four years at ADOC, this reflects our positive employee optimization and efficiency initiatives acrossour departments.

Total Number of Employees (2016-2020)
205
200

200

201

195
190

185

185
180

176

175

170

170
165
160
155
150

2016

2017

2018

2019

2020

25

ADOC 2020 SUSTAINABILITY REPORTDIVERSITY AND
EQUAL OPPORTUNITY
Our multicultural workforce represents nationals from the Middle
East, Africa, Asia, the United States of America, Europe, andAustralia. We believe that a culturally diverse organization brings
together various backgrounds, knowledge, skills, and experiencesthat play a vital part in establishing a vibrant, motivated, andproductive workforce.

Employee Origin by Region

58%
Rest of Asia

26

UAE

34%

ADOC 2020 SUSTAINABILITY REPORTOur commitment to diversity and equal opportunity
is also reflected in our prohibition of discriminationon the grounds of age and gender. Our hiring policy is
not mutually exclusive to either gender, and females
account for 12% of our total workforce at ADOC,
which has been maintained from the previous year.

Number of Employees
Per Gender
200

150

150

100

50

Africa1%
Non GCC
MENA

20

0

Male

FemaleNumber of Employees
Per Age Group

5%

100

82
80

N&S
America,
Europe &Australia

2%

60

40

56

32

20

0

<30
Years

30-50
Years

>50
Years

27

ADOC 2020 SUSTAINABILITY REPORTThe staff employment and benefit
conditions at ADOC are regulated inaccordance with the UAE Federal Law No.
(8) of 1980 (UAE Labor Law), including
a comprehensive benefits package for all
full-time employees. The following benefits
are standard for full-time employees:
health insurance, life insurance, disability
coverage, compassionate leave, parental
leave, retirement provisions, education
assistance and pension contributions for
UAE nationals.
All employees at ADOC are also entitledto parental leave as per the government
guidelines. During 2020, one female
employee took parental leave, andreturned to work in the reporting period
after their parental leave ended, resulting
in a 100% retention rate of employees thattook parental leave.

28

Ms. Najwa Rahman
Health, Safety &Environment Department

Ms. Khulood Khamees
Purchasing & Transport
Department

I have been a part of the Company
since 1999. Since joining, I haveundertaken roles in several
departments such as finance, client
servicing, and the health, safety, andenvironment department. This was
essential in my career development
and ensuring that I am always feelingchallenged in my role.

I have been at ADOC for six
years, and my current role is anadministration officer in the PT
Department. During my time at
the Company, I completed my
Master’s Degree in Business in
my first year, and I am currently
undertaking a Doctorate in Business
Administration.

ADOC are very supportive ofworking mothers, allowing new
mothers to take the government
mandated maternity leave, andcontinue for another 6 months
unpaid if needed. ADOC also allow a
flexible ‘parenting hour’ either in themorning or evening until the child is
two years old, which is more than
the government minimum which is
18 months.

I received immense support from mymanager to continue my education.
I have granted exceptional time offwork and study leaves during mycourse to attend classes which was
extremely helpful.

ADOC 2020 SUSTAINABILITY REPORTREMUNERATIONPOLICIES

TRAINING AND
DEVELOPMENT

All employees at ADOC receive a basic
salary with various allowances dependingon their position, for example, junioremployees are entitled to housing andmeal allowances, as well as overtime
payments, whilst senior executives receivea management allowance. Employees
completing 10-, 20-, 25- or 30-years’service also receive a long-term service
bonus in the month of their work
anniversary with ADOC to recognize theirlong-term commitment to the Company.

The key to making ADOC a stronger
and a more competitive company is theknowledge, skill, and productivity ofour valuable employees. All employees
are encouraged to enhance theircapabilities through their daily work, andADOC are committed to supporting
their development through training
and education to retain a strong andmotivated workforce.

For all UAE National employees, ADOC
contributes to their pensions throughout
their employment. All employees leaving
ADOC are entitled to an end of service
benefit as per the UAE Labor Law. The
gratuity payment is calculated based on
their base salary and years of service.

Despite a difficult year, ADOC are proud
to have continued their support for
employee development by completing
534 hours of training. Although there wasa significant work culture shift with social
distancing and working from home, alltraining programmes and courses weremoved online to allow employees to still
participate in the sessions. In addition, 1,271
hours of training were also provided to ourContractor staff.
As all external training agencies wereclosed due to COVID-19 for the mostpart of 2020, ADOC provided additional
in-house training to their employees. It
was critical to continue health and safety
courses for site employees, such as theHydrogen Sulphide (H2S) course, toensure the safety and wellbeing of our staff.
ADOC offered refresher H2S training
courses on site, while always maintaining
social distancing. We also extended thecourse and support to our Contractors
by providing virtual training. Mandatory
training courses resumed in the third
quarter on site by external agencies.

Training Hours for ADOC
Employees and Contractors

534
1,271

ADOC Employees

ADOC Contractors

Training Hours
Per Employment Category

12
66
206
250

10

11-13

14-16

17+

Training Hours by Gender

86

448

Male

Female29

ADOC 2020 SUSTAINABILITY REPORTThe key to making
ADOC a stronger and amore competitive company
is the knowledge, skill,and productivity of ourvaluable employees.

In total, 18 employees also undertook
the National Examination Board in
Occupational Safety and Health (NEBOSH)
HSE Certificate in Health and Safety
Leadership Excellence. This certification
focuses on the moral, legal, and financial
reasons for good health and safety, and thelinks between leadership and culture.

Training Needs Analysis Protocol

All employees at ADOC undergo annual
performance reviews, including theGeneral Manager and members of thecommittee of managers from each of
the departments. The annual appraisal
is conducted through a management
review and self-assessment. The annual
performance review is subsequently thebasis for the training needs analysis on anannual basis.

Gaps are assessed andreviewed

Constructive feedback is obtainedon the individuals performance
during the annual review

Training requirements are
identified and a list of skillsbased courses is formed

Training courses are prioritizedbased on the maximum
number of requirements for aparticular skill

A training schedule is draftedand shared with all departments

30

ADOC 2020 SUSTAINABILITY REPORT

Mrs. Layla Al Rashdi
Supervisor, Training & Development Group
Human Resources & Development Department

There was a huge challenge this year
for the HR Department to provide
continued training to employees during
the pandemic. We are extremely
proud of our achievement in moving all
training courses online, and despite thechallenges, we were able to accomplish
a significant number of training hours.
The option of completing training
courses online provided all employeeswith more flexibility to attend thecourses anywhere.
Although only in-house training could
be completed for the majority of theyear as public training courses were
unavailable, ADOC have a new style oftraining planned to offer more diverse,
technical training courses in 2021 andbeyond.
A Training Needs Analysis wasundertaken for employees at ADOC
in 2020, which is used to identify
what employees need to improveand build on in terms of job skills
and development. All employees,
including top management, are invited
to participate in the analysis each year
and the results are used to build theyearly Training Plan to ensure all ADOC
employees are prepared for their jobs.

In 2020, ADOC employees requested
additional technical courses related
to their job functions, which will be
actioned in the coming year.
ADOC are also working on improving
the career path and progression of
their employees. During 2020, ADOC
conducted interviews with their staff,
including UAE nationals, to understandtheir thoughts on career progression.
A common concern raised was how
employees could increase their job
level. ADOC are currently working on
a plan to allow easier movement up
the grade scale, which will hopefully be
implemented in 2021/2022.

Training Courses
Completed••
This year has demonstrated theresilience of all ADOC employees tochanging work environments. Throughthe training and development support
provided, we continued to fulfill ourcommitments to all employees fortheir personal career progression andability to complete their work using theappropriate skills. We hope to buildon the valuable feedback provided byour colleagues to further invest in theirlearning and development to create
an even stronger and more motivatedworkforce.

•
•
•
•
•
•
•
•
•

•
•

Information Security AwarenessTraining Campaign, both basic
and advanced training
Finance for non-financeprofessionals
HV Cable Jointer training course
English Language Course
Impact of COVID-19
NEBOSH HSE Excellence
Coaching skills for optimum
performance
Microsoft Office- Excel
Project Management Professional
AutoCad 2019
Process Plant Start Up,
Commissioning& Trouble Shooting
Work and Business Ethics
Competency Based Training(CBT) Program31

ADOC 2020 SUSTAINABILITY REPORTCODE OF CONDUCT
ADOC’s Code of Conduct details therules, responsibilities, and proper practicesof the organization with the purpose ofmaintaining a standard for acceptablebehavior in the Company and the wider
society. In this document, we set out theinitiatives required to put the corporate
vision into practice, together with the
ethical rules we should each observe as
members of the ADOC organization.
Fairness and honesty are at the heart of
all our actions by all individuals at ADOC.

We reward
customers andshareholders
trust and provide
satisfaction

We take careof the global
environment

ADOC’sKey Code of Conduct
Principles

We strive tomaintain our
position as an honest
company

2020 Annual HSE Performance Awards Ceremony

32

We aspire to
become a safe,
accident-freecompany

We valuecommunications
with society

We valuepeopleADOC 2020 SUSTAINABILITY REPORTETHICS
Through our Corporate Ethics Regulations,
ADOC are committed to complying with
relevant laws and regulations, and to act
fairly and sincerely as a member of thesociety in all Company activities. ADOC
have a corporate ethics committee that
decides, promotes, executes, and audits
the corporate ethics of the organization.
As part of the Corporate Ethics
Regulations, all Company employees andContractors are committed to abide by
the principles in our Code of Conduct,
which sets out the initiatives outlinedin ADOC’s corporate vision. Regulartraining is provided on work and businessethics for all employees; in 2020 a totalof 44 employees undertook this training,
including our new hires, as well as 54
Contractor staff.

WHISTLEBLOWINGPROCEDUREGRIEVANCE
PROCEDURE

ADOC have also established a Whistle
Blowing Policy whereby employees cananonymously raise concerns over fraud
or unethical matters encountered during
their work. The policy encourages internal
employees to report any fraud or unethicalmatters as they become aware of themthrough a confidential means of reporting.
As per the policy, any individuals whoreport in good faith are protected.

Personal complaints and grievances
are handled in accordance with the“Grievance Procedure” defined in the“Personnel Manual” of ADOC. If an
employee has a complaint or grievance,(s)he must follow the steps outlined in
the “Grievance Procedures”. However,no issues have been raised throughthis system.

Training Needs Analysis Protocol

Grievance Procedure

Whistleblower internallyreports the case to the Auditing
Department (AU) Manager via
letter, email or telephone.

AU Manager will inform theGeneral Manager, AD Manager
and any concerned Department
Manager(s) to discuss needs forinvestigation.

Training on Work andBusiness Ethics
44 ADOC employees undertook
training on Work and Business
Ethics.
•Grade 17+
6 employees (13%)•

Grade 14 to 16
7 employees (16%)•

Grade 11 to 13
28 employees (64%)•

Grade 103 employees (7%)

Present the complaint/ grievanceeither verbally or in writing to theimmediate supervisor.

Complainant may request aninterview with the next highlevel supervisor, such as the
Department Manager.

The AU Manager notifies theWhistle Blower within 20 days
after receipt of the complaint
and infoms them of the courseof action.

If necessary, the AU Manager
leads an investigation teamcomprised of him/her, theAD Manager, and concerned
Department Manager(s).

Following the investigation, acorrective action plan is formed
and executed.

If the complainant is not satisfied
with the result of the second
step, they can request thatthe case be reviewed by theGeneral Manager.

If the General Manager does
not satisfy the complainant,they can take the case to the
Ministry of Labor.

33

ADOC 2020 SUSTAINABILITY REPORTCONFLICTS OF
INTEREST
Conflicts of interest within ADOC are
prevented through our Code of Conduct
which prohibits any employees’ fromengaging in activities with the potential tojeopardize our integrity.
Transactions that compete with theCompany, transactions with ourcompetitors or other acts that conflictwith the interests of ADOC are strictly
prohibited. This also includes theprohibition of insider trading at ADOC.

34

HUMAN RIGHTSHuman rights are a fundamental principlethat is respected at ADOC. We arehonest in our transactions and reserve theright to suspend business with partners
when they engage in acts that infringe onhuman rights.
Through the ADOC Code of Conduct, we
also support the principles of the Universal
Declaration of Human Rights, prohibiting
discrimination, forced work against
workers’ wishes and child employment,
respect for indigenous people andelimination of security measures that
infringe on human rights. In this respect,
all operations have undergone humanrights reviews.

ADOC 2020 SUSTAINABILITY REPORTEMIRATIZATIONADOC launched their Emiratization
Programme in line with the directives of
the UAE Government and SPC/ADNOC’s
requirements. The Programme aims toensure that our Emirati employees growwithin an attractive working environment
by improving skills, competencies, andenhancing career progression.
ADOC had one UAE National in asenior management role within the HR
Department, as well as 57 other Emirati
employees within the organization.
Emiratization is mandated by the UAE
government for the inclusion of Emiratis
in the job sector, particularly the private
sector, to increase their contribution
to the economy. ADOC’s Emiratization
programme aims to increase the numberof Emiratis within the organization anddevelop their skills and experience relevantto the labor market in the UAE.
ADOC have a five-year manpower planfor UAE Nationals (2019 – 2023), whichtargets an increase in the number ofEmirati Nationals within the Company
each year. At the end of 2020, 34% of ourworkforce consisted of UAE Nationals,
which has been maintained from 2019.
Although we were unable to achieve
our target of 40.4% Emirati Nationals
this year due to the challenges faced,in the coming years, as we continue toexpand, we will strengthen our efforts
towards Emiratization.

ADOC’s Emiratization
programme aims to increase
the number of Emiratis
within the organizationand develop their skills andexperience relevant to thelabor market in the UAE.

Note: This photo was taken prior to the COVID-19 pandemic

To enhance the employability anddevelopment of the Emiratis within
ADOC’s existing workforce, the HR
Department implement initiatives suchas the Competency Based Training (CBT)Programme for both technical and nontechnical fields. This initiative has continued
successfully this year despite working fromhome conditions due to COVID-19. In total,
23 trainees participated in the training,
representing 68% of the total Emirati
workforce at ADOC.

35

ADOC 2020 SUSTAINABILITY REPORTOUR COMMUNITY
This year it was imperative that thecommunity in which we operate unified
to combat the impact of COVID-19, whichsignificantly impacted, and continues toinfluence, individuals lives. We recognized
our obligation as an employer andresponsible member of the community
to assist in the global fight against the
pandemic and to support recovery efforts.
We acted quickly and efficiently toprotect our staff and Contractors, and byextension, the community.
We updated our health and safety plans
and supporting guidance, including robust
disinfection programs, health screening,social distancing and provided additional
Personal Protective Equipment (PPE).
We also adhered strictly to the trusted
guidance provided by the UAE government
to stop the spread of the virus.

Japanese Calligraphy Event February 2020

Despite the pandemic, ADOC continued
their Japanese Language Teaching
Programme (JLTP), which focuses on thedevelopment of the younger generationof Abu Dhabi. The goal of the JLTP is toteach students with a technical background
the Japanese language and introduce theJapanese culture to them.
Japanese Language Teaching Programme 2019

Note: These photographs were taken prior to the COVID-19 pandemic

Despite the pandemic,
ADOC continued their
Japanese Language Teaching
Programme (JLTP), which
focuses on the developmentof the younger generationof Abu Dhabi.

36

In previous years, students would
participate in a two-week summer camp at
Ritsumeikan Uji High School in Kyoto, Japanto get firsthand experience of the Japaneseculture from an educational, cultural,
professional, and technological point ofview. However, due to the pandemic
and travel restrictions put in place, the
JLTP program was conducted online. The
alternative was still met by great successand engagement from the students. The
students have praised the class as a great
opportunity to learn a new language,
meet new people and learn about theJapanese culture.

ADOC 2020 SUSTAINABILITY REPORT

Dr. Nakawa and Medical Team
Medical Director & Occupational Health Coordinator

The health and wellbeing of all
employees at ADOC is of the utmost
importance. The unprecedented
outbreak of COVID-19 required
vigilant action by the medical team andnecessitated the implementation ofrigorous countermeasures to protect
not only ADOC employees, but also thewider community.
In early 2020, the medical team
took precautionary and proactive
initiatives against COVID-19 by creatingawareness about the pandemic,
providing individuals with masks,
sanitizer and gloves, and enforcing social
distancing. ADOC also had the ingenuity
to tailor their own masks to ensure theprotection of staff while working due tolack of supplies in the country.
In April 2020, PCR testing and healthscreening questionnaires became vitalfor all employees travelling offshore. As
of January 2021, PCR tests are now all
conducted in the Abu Dhabi Office andon offshore facilities.
All staff on the medical team received
both doses of the COVID-19 vaccine
and helped those who wished to
be vaccinated receive their doses.
The medical team facilitated theirvaccination process by arranging
appointments with private medical
clinics. ADOC are currently working
on an initiative to send a private
medical team offshore to administer
the vaccine so that people who wish
to be vaccinated have the chance whileworking offshore.
The medical department also
facilitated vital online consultations andthe delivery of prescription medication
to the offshore facilities for those who
were unable to travel onshore to
visit a doctor. Our medical team has
also been helping staff working fromhome by conducting special awarenesssessions regarding handling of new
routines enforced by COVID-19. We
also provided advice related to mental
health and overcoming stress during
this time to staff in need.
This year has been unparalleled toany of those seen before. I am proudof the medical team and frontline
support at ADOC for their tirelessefforts to keep our community safe.
Although the situation is still evolving,
we are satisfied that the robust
measures implemented will continue
to safeguard the wellbeing of theorganization and the public.

37

ADOC 2020 SUSTAINABILITY REPORTO3C HAPTE R O3

PL AN E T

At ADOC, we are mindful of theenvironment in which we operate.
We recognize and mitigate the potential
environmental impacts that could occur
which are intrinsically associated with
our industry, including the emission ofGreenhouse Gasses (GHG), generationof waste, disposal of wastewaterand the potential for spills to thenatural environment.

38

ADOC 2020 SUSTAINABILITY REPORTMANAGEMENT OFENVIRONMENTAL ASPECTS
At ADOC, we are mindful of the environment in which we operate. We recognize and mitigate thepotential environmental impacts that could occur which are intrinsically associated with our industry,including the emission of Greenhouse Gasses (GHG), generation of waste, disposal of wastewater andthe potential for spills to the natural environment. In accordance with the ADNOC HSE Standards, aswell as international best practice, we operate with three main principles in mind: the Precautionary
Principle, the No Net Loss Principle, and the Ecosystems Approach.

1

Precautionary
Approach
We always assume that
there are risks to theenvironment no matter the task,
and all activities are planned infavor of biodiversity protection.

2

No Net Loss
Principle
We strive for a balance
between impacts andoffsets to reach a ‘breakeven point’ where
there is no net loss of
biodiversity.

3

Ecosystems
Approach
We recognize that all
ecosystems are intrinsicallylinked and a wider impact
on various environmental
components and geographicalareas may need to be consideredoutside our operational areas.

Our offshore fields are partially located within the Marawah Marine Biosphere Reserve, including
Mubarraz Island, Hail Field and AR and GA Fields. The Mubarraz Field is not located within thereserve. The reserve was designated as a protected area by Abu Dhabi Ministerial Decree No. 18
of 2001, and was recognized as a United Nations Educational, Scientific and Cultural Organization(UNESCO) Man and Biosphere Reserve in 2007. It is an important area of natural diversity,
encompassing traditional and cultural uses of the coastline and marine environment. The reserve
represents 40% of Abu Dhabi’s coral reefs, 32% of the Emirate’s seagrass and 3% of its mangroves.
As a result, it is an important area for foraging Green Turtles and nesting sites for Hawksbill Turtles,
as well as a home to the second largest population of Dugongs in the world. These species, aswell as the Indo-Pacific Bottlenose Dolphin, Indian Ocean Humpback Dolphin, Indo-Pacific Finless
Porpoise and Socotra Cormorant, have all been sighted in ADOC’s operating waters. These species
are categorized as significant species as per the International Union for the Conservation of Nature(IUCN) due to the threats to their populations and habitats.

39

ADOC 2020 SUSTAINABILITY REPORT

To safeguard our fragile
environment, ADOC
manage operations throughstringent environmental
impact assessments andmanagement programs,
in compliance with the
ADNOC HSE Standards
and international
best practice.
Mangrove Seedling

Socotra Cormorant

Mottled CrabTo safeguard our fragile environment,
ADOC manage operations throughstringent environmental impact
assessments and management programs,
in compliance with the ADNOCHSE Standards and international
best practice. ADOC commissioned
an independent HSE Consultant
to undertake a Health, Safety andEnvironmental Impact Assessment(HSEIA) for all existing facilities, which
included detailed Environmental Impact
Assessments (EIA). The objective of an
operational HSEIA is to demonstratethat all residual HSE risks during normal
operations are acceptable and provide
additional mitigation and monitoringmeasures where shortfalls are identified.

40

The main potential risks identified from ourfacilities include impacts to air quality fromelectricity generation, waste incinerationand gas flaring, ballast water discharges,
ambient noise generation, brine discharge
from desalination and oil spills to themarine environment.
The facilities were assessed individuallyin separate comprehensive HSEIA/EIA
reports for Mubarraz Island, AR, GA and
SPM, and, CFP and HST. Recommendations
for additional measures captured in the EIA
process from each report are presented
in an Action Tracking Register to ensuresufficient close-out of all committed actions
to reduce the severity and likelihood of all
key risks.

ADOC 2020 SUSTAINABILITY REPORTENERGY
Energy Intensity

ADOC ensures its commitment to support
its Energy Management System (EnMS) by
defining and establishing an appropriate
Energy Policy and providing the resources
essential to establish, implement, maintain,
and improve the EnMS. The ADOC Energy
Policy is the result of continuous efforts of
ADOC Management to promote energy
management and conform to the policy
requirements of the ISO 50001:2018
standards. The policy is communicated toall employees of ADOC through emails,
notice boards, and the ADOC portal.

Total Direct Energy Consumption
43
in 10^6 GJ

We meet our energy demands throughdirect and indirect energy consumption.
Direct energy requirements are generated
internally, while our indirect energy
needs are met by Abu Dhabi Water andElectricity Authority (ADWEA). Directenergy is required for our offshore
operational activities, and the main power
generation units are located on Mubarraz
Island. The electricity produced is supplied
to Mubarraz Island, ARST and CFP andHail. All direct energy generated by ADOC
is consumed; no surplus power is sold.
Indirect energy provided by ADWEA istypically required to power our onshore
headquarters, and warehouses. Although
ADOC have installed solar panels at theironshore office facilities, no renewableenergy was generated this year due toongoing maintenance activities.

The energy intensity of ADOC’s
upstream activities was 204,084.43
GJ / million-barrel oil equivalent
in 2020. This has been calculated
based on the fuel utilized forthe offshore activities within theorganization. This is an increase
from 163,869.26 GJ / million-barrel
oil equivalent reported in 2019,
which suggests more energy was
required to produce one barrel ofcrude oil in 2020 compared to 2019.

3.51
2.86

2.93

2016

2017

2.73

2.83

2018

2019

2

1

0

2020

Total Indirect Energy Consumption
20

16.07

16.79

16.75

2017

2018

16.10

16.82

15

in 10^3 GJ

A 24% increase in direct energy
consumption was recorded compared
to 2019. It is recognized that 2020 was adifficult year with additional challenges due
to COVID-19, which may have resulted
in increased direct energy requirements.
A 4.5% increase in indirect energy
consumption was recorded compared
to 2019. Overall, although the EnMS
transition was implemented, it is too
early to identify if any energy savings had
been accomplished. This will be closely
monitored in 2021 to determine theimpact of the transition.

10

5

0

2016

2019

2020

41

ADOC 2020 SUSTAINABILITY REPORTEnergy Management
System Transition
ADOC successfully achieved thetransformation of their Energy
Management System (EnMS) from the ISO
50001:2011 to ISO 5001:2018 standard. We
conducted internal and external audits andprovided online awareness sessions for all
operators on energy management to assist
with the changeover.

We also commissioned a third party toundertake a gap analysis study to identify
and closeout any gaps in ADOC’s EnMS
to positively complete the transition.
The internal and external audits, as wellas the interviews conducted for the gap
analysis, were carried out online due totravel and meeting restrictions caused by
COVID-19. Nonetheless, all sessions wereaccomplished effectively.
The key objectives of the Gap Analysis
Study were to identify clauses where
significant differences existed between
the ISO 50001:2011 and ISO 50001:2018
standard, identify in practice where ADOC
did not comply with these differences andhence gaps existed for specific clauses,
and to make recommendations as to
how these gaps could be closed. The
recommendations were implemented
and verified through the externaltransition audit.
The ADOC EnMS was found to generally
follow the ISO 50001:2018 standard, basedon the assessment undertaken. Updates
were however made to the ADOC
EnMS Manual, Register of Opportunities,
Register of Risks and Procurement
Procedure for Energy Related Equipment,
to ensure compliance with the ISO
50001:2018 requirements.

ISO 50001:2018 Management System Certificate

42

ADOC 2020 SUSTAINABILITY REPORTThe National Climate Change Plan of the
UAE (2017-2050) aims to address thecauses and impacts of climate change andto plan the transition into a climate resilient
green economy. ADOC have adopted
measures to reduce our GHG emissions
and conserve energy and resources
throughout our business activities.

GHG Emissions
ADOC currently measures their Scope
1 and Scope 2 GHG emissions. Scope 1,or direct emissions, refer to the annual
emissions of Carbon Dioxide (CO2),
Methane (CH4) and Nitrous Oxide (N2O)
from power generation, combustion andflaring, which are applicable to ADOC’soperations. Indirect emissions, or Scope 2
emissions, refer to those associated withthe purchase of electricity, steam, heat, or
cooling.
ADOC’s indirect emissions relate to theirutility purchases from ADWEA, whichis calculated based on the net energy
consumed. These values were determinedby conversion to tonnes of CO2 equivalentvalues according to the “Methods for
Estimating Atmospheric Emissions fromE&P Operations”. ADOC’s Scope 1 andScope 2 GHG emissions increased by
4.6% in 2020. Despite the increase, thisis significantly less than the 23% increase
experienced in 2019.

Ozone Depleting
Substances
Zero emissions of ozone-depleting
substances were emitted from ADOC
sites in 2020. ADOC has retrofitted airconditioning units by converting Ozonedepleting compounds (HCFCs) to Ozone
friendly compounds (HFC), thus continuing
their efforts to have zero ozonedepleting substances.

GHG Emissions
350

289

300
CO2 equivalents in 10^3

CLIMATE CHANGE

250

245

241

234

2016

2017

2018

300

200
150
100
50
0

Nitrogen Oxides (NOx)and Sulphur Oxides (SOx)As a result of our energy generation via gas
turbines and back-up diesel generators, aswell as flaring, ADOC generates emissionsof Sulphur Dioxide (SO2), Nitrogen Oxide(NOx), Carbon Monoxide (CO) and NonMethane Volatile Organic Compounds(NMVOCs). ADOC maintains an individual
point source emission inventory for all
operating equipment. Persistent Organic
Pollutants and Hazardous Air Pollutants
were not generated.

2019

2020

ADOC have adopted
measures to reduce
our GHG emissions andconserve energy andresources throughout ourbusiness activities.

ADOC plan to conduct Fugitive Emissions
Monitoring in 2021 for all sites. Leaking
equipment, such as valves, pumps, andconnectors, are a large source of fugitive
Volatile Organic Compounds (VOCs) andVolatile Hazardous Air Pollutants (VHAPs).
Fugitive Emission Monitoring is investigative
monitoring technique designed to identify
leaking equipment so that any leaking
component can be identified for repair or
replacement which can reduce productlosses, increase safety for workers andreduce emissions.

43

ADOC 2020 SUSTAINABILITY REPORT

Flared Gas Volume
400
350

354

300
in MMSCFYThe average daily gas
flared KPIs for Mubarraz,
ARST and CFP werereduced to optimize ouroperations and reduce ourenvironmental impact.

250
200

146

150

150

100

85

75

50
0

2016

2017

2018

2019

2020

Flared Gas KPI (Average Daily Gas Flared, MMSCFD)
2019 Target

2020 Target

2020 Actual

Mubarraz <0.2

Mubarraz <0.1

Mubarraz 0.03

ARST <0.6

ARST <0.5

ARST 0.19

CFP <0.2

CFP <0.1

CFP 0.02

Flare Management

ADOC set yearly KPIs to encouragecontinuous improvement in ouroperational performance. The average
daily gas flared KPIs for Mubarraz, ARST
and CFP were reduced to optimize ouroperations and reduce our environmental
impact. The KPIs at each location wereachieved, demonstrating ADOCs
constant efforts to achieve zero
flaring at their facilities.

Since 1971, ADNOC have successfully
reduced the volume of natural gas flaredby more than 90% due to their zero-flaring
policy. Accordingly, ADOC prohibits
continuous flaring at their sites throughtheir Zero Gas Flaring Project which
considerably reduced the need for flaringof gases. Flaring only occurs during nonroutine activities in the event of planned
maintenance, emergencies, shut down andstart-up operations. The total volume offlared hydrocarbons in 2020 increased
12.3% from 2019.

44

ADOC 2020 SUSTAINABILITY REPORTWASTEMANAGEMENT

Mr. Yasunori Fujimoto
Head, Offshore
Maintenance Group,con. Head, Electrical
Section, Offshore
Maintenance Group,
Offshore Operating
Department

The Offshore Maintenance Groupis responsible for periodic andpreventative maintenance toensure the integrity of the facilities
and prevent upset conditions.
The department mainly focusedon emergency preparedness andstable operations because of thepandemic and high economic
impact of the drop in oil prices.
Instead of implementing new
initiatives, we prioritized maintaining
production safely.

We proactively make every effort tominimize the waste generated by ouroperations to reduce our environmental
footprint and operational costs. We
manage our waste in accordance withthe applicable regulatory laws on waste
management for handling, storage,
and disposal, as well as ADNOC HSE
Standards. Hazardous and non-hazardous
waste is generated at ADOC’s onshore
offices and warehouse facilities, and at ouroffshore sites.

Hazardous Waste

Category of Hazardous Waste
Generated (tonnes)

Hazardous waste generated at ouroffshore facilities includes sludge, wasteoil, incinerator bottom ash, used filters,
paint residue, used batteries, medical
waste, laboratory chemicals and empty
chemical containers. All hazardous waste
generated is transported to the ADNOC
Central Environment Protection Facility(BeAAT) for treatment and disposal. In
total, 596.47 tonnes of hazardous waste
was generated and sent to BeAAT in 2020,
which is a 43% increase from 2019. Of thetotal, 264.4 tonnes were solid hazardous
waste, and 332.07 tonnes were liquidhazardous waste.

264.4
332.07

Solid

LiquidHazardous Waste sent to BeAAT

The success would not have beenpossible without the cooperationfrom all ADOC employees working
for long days without home leave.

800

587

600

TonnesMany restrictions were imposedby ADNOC and the government
due to COVID-19. The operations
and maintenance teams had
to continuously update theirschedules and adapt to the changing
restrictions. We constantly followed
the ADOC HSEMS while carryingout our operations and as a result
we experienced no major delays or
upset conditions.

596
552
415

400

335

200

0

2016

2017

2018

2019

2020

45

ADOC 2020 SUSTAINABILITY REPORT

Non-Hazardous Waste
Non-hazardous waste is generated atboth our onshore and offshore facilities.
The types of waste generated include
office waste (paper and cardboard),
domestic waste (kitchen and food waste),packaging (bottles, glass, etc.), metals andmetallic sheets and wood wastes. In total,
652.1 tonnes of non-hazardous solid waste
were generated in this reporting year,
which is a 12.6% increase from 2019. Nonhazardous waste is collected by Tadweerapproved Environmental Service Providers,with the exception of domestic and officewaste from Mubarraz Island and the CFP
which is incinerated on site. If the waste
volumes exceed the incinerator capacity,
they are collected for disposal onshore.

Wastewater
We manage our effluent discharge inaccordance with Federal law and relevant
ADNOC HSE Standards. Effluent released
to the municipal sewerage system in
Abu Dhabi from the onshore facilities is incompliance with the Abu Dhabi Sewerage
Services Company (ADSSC) regulations,while wastewater discharged to the marine
environment from the offshore operations

1714

1800

1593

1600

10^3 cubic meters

1200

1211

1482

2016

2017

1650

1000
800
600
400
200
0

46

SPILLS
ADOC are dedicated to preventing andminimizing the number and volume ofhydrocarbon spills, particularly given
the fragile environment in which we
operate. We mitigate the risk of spills
through strict procedures for handlinghydrocarbons, chemicals, and waste,
through regular maintenance of ourassets and by implementing our asset
integrity management system. We also
have dedicated Spill Response Procedures
and resources for each of our operating
fields and facilities (further information isprovided in Chapter 4). We reported no
major spills in this reporting year.

WATER
WITHDRAWAL

Water Withdrawal

1400

is in compliance with the ADNOC HSE
Standard for Standard Limit for Effluent
Discharge to the Marine Environment andthe Abu Dhabi Quality Conformity Council(QCC) Environmental Specifications for
Land-Based Liquid Discharges to theMarine Environment and Ambient Marine
Water and Sediments Specifications.
ADOC also adhere to the relevant
Environment Agency Abu Dhabi (EAD)
guidelines for working within the Marawah
Marine Biosphere Reserve.

2018

2019

2020

ADOC adopts conservation principles
which encourage the minimization ofwater usage wherever possible. ADOC
withdraw water from municipal supplies
and the sea. A 4% increase in water
withdrawal levels were recorded in 2020
compared to 2019. ADOC also produces
desalinated water, 24% of this water wastreated and reused as irrigation waterin 2020. The treated wastewater isanalyzed against the ADNOC Limits for
Irrigation. ADOC do not withdraw waterfrom any water stressed sources, or any
freshwater supplies.

ADOC 2020 SUSTAINABILITY REPORTBIODIVERSITY
ADOC work continuously to promote
the conservation of the environmentand sustainable use of natural resources.
We understand the responsibility ofworking within a marine protectedarea and implement effective ecologicalmanagement procedures and monitoring
programmes to safeguard the ecosystems
and the wildlife that rely on themfor survival.

MangrovesSome 30 – 40% of the UAE’s mangroves
occur within Abu Dhabi. They are aclassified as a ‘Critical’ habitat by the
EAD, that are under threat from coastal
development and climate change. They
are an essential ecosystem that protect
the coastline against tidal surges, purify
the surrounding waters and store CO2
thus contributing to the fight against global
climate change.

Socotra Cormorants at Mubarraz Island

ADOC have engaged in the cultivation andpreservation of the mangrove plantations
on Mubarraz Island for the past 30+ years.
Mangrove planting has been a continuous
effort by ADOC to sustain this important
habitat, and the mangroves now cover
approximately 6.5 hectares along the
Mubarraz Causeway and Island shorelines.
ADOC planted an additional 19,788
mangrove saplings in this reporting year.
Mangroves at Mubarraz Island

ADOC work continuously
to promote the conservationof the environment andsustainable use of natural
resources.

47

ADOC 2020 SUSTAINABILITY REPORT

Furthermore, to offset the impact of
the construction of two new culvert
systems along the Mubarraz Causeway,
300 mangroves were translocated to a
new tidal channel further south along thecauseway in 2019. The relocation effort –the largest of its kind attempted - tested
the influence of tidal inundation, freshwater
treatment, and initial plant size on thesurvival of the mangroves.
ADOC monitored the effectiveness ofthe translocation on the survival of themangrove trees. After seven months, therate of survival was approximately 33%,
which proves higher than the 26% overallmean rate of survival that mangroves
experience over a long-term period at
Mubarraz. The rate of survival is restrictedby the hot and arid conditions of theregion, poor soil conditions and the limited
pruning carried out.

Replanting

ADOC are committed to advancing
innovation for the benefit of sustainable
development and the protection andconservation of our planet. We furthered
our research and development into
mangrove conservation and shared our
findings with the global community.

Mangrove Planting

Mangrove Maintenance48

Note: These photographs were taken prior to the COVID-19 pandemic

ADOC 2020 SUSTAINABILITY REPORTPIANC Acknowledgment Award for Mangrove Planting Program at Mubarraz Island

Mangrove Planting on
Dredged Material

ADOC have also submitted theirfindings for the following publications
and award schemes:

ADOC are proud to havepublished a scientific paper on
their efforts of mangrove planting
on dredged material over the
past 30 years. ADOC shared
their experience in successfully
establishing mangrove vegetation
along the 6.7-kilometer shorelineat Mubarraz Island within artificial
tidal channels excavated parallel tothe Mubarraz Causeway.

International Environmental Award in
the World Association for Waterborne
Transport Infrastructure (PIANC) –Working with Nature – Certificate of
Recognition Category

The results demonstrated thatplanting mangroves on dredged
material is feasible, even under
extreme climatic conditions
faced in the UAE, and may offera cost-effective alternative forshoreline protection, as well as
habitat creation.

International Association of Dredging
Companies (IADC) Terra et Aqua
Quarterly Publication

49

ADOC 2020 SUSTAINABILITY REPORTCFP Sludge Water Experiment

The Use of Sewage Sludge
to Enhance Mangrove
GrowthWe operate Sewage Treatment Plants(STPs) at our offshore CFP facility andon Mubarraz Island. The sludge andassociated water generated from the
STPs is currently transported onshore
for treatment and disposal. To reducethe cost and environmental impact of
the transportation and disposal, ADOC
undertook an investigation into thereuse of the STP sludge to promote thegrowth of the mangroves on Mubarraz
Island. An experiments was conductedat the mangrove nursery at Mubarraz
Island to study the effect of the CFP STP
sludge on the growth and survival ofmangrove seedlings.
Four-month-old mangrove seedlings
were subjected to five different watering
treatments, consisting of combinations of
CFP STP sludge, freshwater, and seawater.
Each treatment involved six replicates andthe plant height, survival, and percentageof which the plant is green, was examined
monthly for three and a half months.

50

The results of the watering experiment
revealed a significant beneficial effect from
CFP STP sludge on the growth and survivalof mangrove seedlings, yielding significantly
better results than seedlings wateredwith freshwater or seawater, which was
attributed to enhanced nutrient levels in
the wastewater.
The plants exposed to 100% CFP Sludge,
50% freshwater + 50% seawater, and 50%
CFP Sludge + 50% seawater, exhibited
significantly greater plant height than those
exposed to 100% seawater or freshwater.
All treatments, apart from the 100%
seawater treatment, demonstrated strong
leaf health. Seedlings treated with 50% CFP
Sludge + 50% seawater, and 100% CFP
Sludge had more leaves, root biomass andleaf biomass. The highest stem biomass
was achieved using 100% CFP.
In conclusion, there is potential for
CFP sludge to be used for watering themangroves, which would reduce therequirement for transportation andtreatment / disposal onshore.

This will save costs and benefit theenvironment in several ways including
decreased emissions from reduced vesseltransportation, reduced requirement for
potable water for watering the mangroves
and reduced waste from the treatment
and disposal of the water.
ADOC have submitted the findings of theexperiment for publication in the Marine
Pollution Bulletin Journal titled ‘Enhancing
Growth of Mangrove Seedlings in theEnvironmentally Extreme Arabian Gulf
using Treated Sewage Sludge’, which was
published in 2021.

ADOC 2020 SUSTAINABILITY REPORT

Seagrass
Seagrass is a highly productive ecosystem in
the UAE that provide shelter, nursery, andforaging grounds for key marine species,
including Green Turtles and Dugongs,
as well as commercial fisheries such as
penaeid shrimps and oysters. It is estimatedthat 4,240 hectares of seagrass vegetation
exists at Mubarraz Island. Hail Shoal, ashallow reef shoal located 5 kilometers
south of Mubarraz Island, is also known
to contain rich seagrass habitats.
ADOC commissioned a specialist toundertake Geographic Information
Systems (GIS) mapping of the Hail Shoal
seagrass ecosystem to document the
spatial extent and density, and to establish
a greater understanding of the temporal
dynamics of seagrass distribution over
the years.
The results indicate that the spatial extent
of seagrass fluctuated between 2015 and2019, with the highest density recorded in
2019, providing little evidence of any largescale impacts from recent activities by
ADOC in the area. ADOC will continue tomonitor and evaluate the seagrass habitats
around Mubarraz and Hail Shoal to ensure
the prevention of degradation of thisimportant ecosystem.

It is estimated that
4,240 hectares of seagrass
vegetation exists at
Mubarraz Island. Hail
Shoal, a shallow reef shoal
located 5 kilometers southof Mubarraz Island, is also
known to contain richseagrass habitats.

Seagrass Extent at Hail Shoal (2015 – 2019)2015 (EAD)

2015

2016

2017

2018

2019

51

ADOC 2020 SUSTAINABILITY REPORT

We continually monitor our
impact on the coral reefs
within our operating fields
to ensure our activities are
causing no lasting impacts
on this precious ecosystem.

OspreysCoral

The Osprey is a regional priority species
and has a resident breeding population in
the UAE, which are exclusively found in
the Emirate of Abu Dhabi. It is estimatedthat 70-75 breeding pairs are present in
the Emirate, accounting for 75% of theentire Arabian Guld breeding population.
Since 2005, we have continuously carriedout monitoring and preservation of theOsprey on Mubarraz Island.

The coastlines and islands of Abu Dhabi
host large areas of coral assemblages,
with approximately 34 hard coral
species. However, corals in the Emirate
are significantly impacted by risingtemperatures because of global warmingand high levels of salinity due to the shallow
waters of the Arabian Gulf, resulting incoral bleaching and mortality. Nonetheless,coral reefs still represent the most speciesrich habitat in the Gulf. They provide
spawning, nursery, refuge and feeding areas
for a large variety of organisms, including
sponges, crustaceans, and sea turtles. The
fringing reefs within Hail Field stretch along
the west, north and eastern boarder ofHail Shoal.

To further enhance the growth of the
inhabiting Osprey, artificial Osprey nests
have been installed around Mubarraz
Island and the ARST where these nests
are periodically monitored. The average
number of monthly Osprey sightings in2020 was 25, which is consistent with thesightings made between 2015 and 2019.

OspreyCorals52

We continually monitor our impact on
the coral reefs within our operating fields
to ensure our activities are causing no
lasting impacts on this precious ecosystem.
Temperature sensors were installed in2014, and in 2016 coral transplanting
activities were undertaken with Taisei.
ADOC replaced and installed newtemperature sensors within the coral
reef habitats in 2020 to continue tomonitor the fluctuation in temperaturesthat may impact the growth and survivalof the corals in Hail Field and aroundMubarraz Island. Coral monitoring
was also undertaken in November
2020 to identify coral preservationand propagation potential for futureconservation activities.

ADOC 2020 SUSTAINABILITY REPORT

Helicopter Transport to Offshore Facilities

Environmental Impact ofTransportation
In Abu Dhabi, transportation includes the
movement of equipment, materials, andpersonnel offshore through helicoptersand marine vessels, as well as the use ofCompany vehicles onshore. We continue
to monitor emissions from transportation,
as well as the impact of vessels in themarine environment, particularly withregards to the disturbances to marine
habitats and species and introduction ofinvasive species.
We undertake regular maintenance of
our transportation fleet to ensure they
operate at full efficiency. Furthermore,
ADOC operate all vehicles and vessels inaccordance with the relevant ADNOCHSE Standards and international
best practice.

ADOC’s vessels also comply with
the International Convention for thePrevention of Pollution from Ships(MARPOL) and relevant UAE standards
on treatment and discharge of sewage
wastewater from ships. We also implement
the International Maritime Organization(IMO) regulations for the Control andManagement of Ships’ Ballast Water andSediment Convention to prevent the
introduction of invasive species frominternational waters.

We undertake regular
maintenance of ourtransportation fleet toensure they operate atfull efficiency.

Environmental Impact of
Product and Services
Once the crude oil is loaded into tankers
at our SPM facility bound for Japan, ADOC
is no longer responsible for the products.
Therefore, this section is not applicable to
ADOC’s operations.

53

ADOC 2020 SUSTAINABILITY REPORTO4C HAPTE R O4

H E A LTH & SAF ET Y
ADOC aspire to become a safe,
accident-free company. The safety of
our employees and operations is our
top priority and we strive to assure thesafety of all our business activities. We
implement a stringent Health, Safety
and Environment Management System(HSEMS) that reflects our “Safety First,
Think before Act” philosophy.

54

ADOC 2020 SUSTAINABILITY REPORTADOC’S HSEMS
Our HSEMS complies with international standards and safety-related guidelines established by
ADNOC, and it manages the hazards identified for every activity or project. By applying our HSEMS,
which is based on structured, risk-based assessment and management principles, ADOC can makebetter business decisions and reduce risk which will ultimately aid prevention of incidents and losses.
All employees and ADOC activities are covered by the HSEMS. Furthermore, as per the generalterms and conditions signed by all Contractors/ Suppliers, all third parties are also required to follow
the ADOC HSEMS.
ADOC also implement their HSE Procedure on various topics to execute our activities to meet the
HSEMS requirements. These include procedures such as Assurance of Competence, HSE Training,
Management of Contractor HSE, Ensuring Legal Compliance, Near Miss Reporting, HSEMS Action
Tracking, etc.

ADOC’s HSEMS Elements
1 Leadership & Commitment

2 Policy & Strategic Objectives

3 Organization, Resources & Competence

4 Risk, Evaluation & Management
Corrective Action

5 Planning, Standards & Procedure

6 Implementation & Monitoring

7 Audit

8 Management Review

Continual Improvement

55

ADOC 2020 SUSTAINABILITY REPORT

Health, Safety, Security and Environment (HSSE) Policy

ADOC’S HSE POLICYNo changes were made to the ADOCHSSE Policy in 2020 compared with2019. The policy was only updated toreflect ADNOC’s update of their Codesof Practice to HSE Standards that were
issued in 2019/2020. A new set of HSSE
Targets were however developed. Where
possible, ADOC strived to create more
stringent targets, such as the Flare Gas
KPI discussed previously.
Due to COVID-19, the targets werereviewed during a mid-year review. Mostof the targets remained unchanged, withthe exception of the requirements forthe number of site visits and Contractor
audits which were reduced to limit social
interactions due to the pandemic.

56

Alignment with the
new ADNOC HSE
Standards
In 2019/2020, ADNOC phasedin a new set of HSE Standards,
replacing the previous Codes ofPractice. ADOC commissioned
a Gap Analysis of the 79 new
standards to ensure alignment
with the ADOC HSEMS and HSE
Procedures. At the end of 2020,
the Gap Analysis was completed
for 23 standards, while theremainder will be completed by
Q1 2021. Based on the result of
Gap Analysis an update of existingprocedures will be carried toaligning with the new standards.

ADOC 2020 SUSTAINABILITY REPORTHAZARDIDENTIFICATION
AND RISKASSESSMENT

The results of the HSEIA process were
captured in an action tracking registerto ensure closeout of all mitigation andmonitoring requirements identified.

ADOC implement a stringent HSEIA
process to identify work-related hazards
and assess risks on routine and nonroutine operations. In compliance with
the ADNOC HSE Standards, ADOC
prepares HSEIA studies for the existing
operational facilities, as well as any
new projects that are planned. ADOC
commissioned an independent Consultant
to prepare an operational phase HSEIA
for Mubarraz Island and ARST, the CFP
and HST. The HSEIA reports assess thesignificance/ severity of impacts/ risks
and advises control measures as well asrecommendations to minimize risks to an
acceptable level.

During operations, all employees
can report incidents and unsafe acts
through a Safety Observation Card. All
observations are investigated, and whererequired additional measures may be
implemented, as well as any necessary
updates to the HSEMS. If at any time an
unsafe act occurs, all employees have theright to stop their work and only after
the safety of the personnel has been
confirmed shall works resume. Where
incidents occur, a Root Cause Analysis isundertaken to discover the cause of the
failure or incident in the first place andidentify sufficient actions to ensure that it
does not reoccur.

ADOC implement a
stringent HSEIA process
to identify work-related
hazards and assess risks onroutine and non-routine
operations.

57

ADOC 2020 SUSTAINABILITY REPORTIn 2020, ADOC achieved
4,000 days without an LTI
at the CFP on 15th January
2020.

SAFETYPERFORMANCE
We monitor our safety performance tocontinuously improve and reduce thenumber of incidents that occur on anannual basis. Through our detailed HSEMS,
training and awareness courses, as well as
employee dedication, we can achieve oursafety KPIs. ADOC and the Contractor
staff recorded no high consequence workrelated injuries, including zero fatalities.
ADOC also experienced no Lost Time
Injuries (LTIs), reportable injuries or firstaid cases in 2020, which was based on
381,656 hours of work.

The Contractor staff recorded 3 LTIs,
which complies with the ADOC KPI for
LTIs. The LTI Frequency (0.69) did however
exceed the ADOC KPI for Contractor staff(≤0.56), based on 4,474,312 hours of work.
In 2020, ADOC achieved 4,000 days
without an LTI at the CFP on 15th January
2020. In celebrating this admirable
achievement, ADOC SE Department
organized a ceremony at the CFP, hosted
by our former General Manager, Mr.
Hiroyuki Yamamoto.

Mr. Imran Ali and Mr. Michael Satish
Man of the Year in CFP

The employee of the year award isgiven to employees for their excellent
performance throughout the year.
We are proud to have received thisaward in for the positive action taken
in response to the pinch point Lost
Time Incident (LTI) that occurred whilemooring a boat. The award recognized
the positive action taken to prevent thereoccurrence by undertaking a root
cause investigation and encouraging
more communication between
supervisors and employees before
starting their jobs. Supervisor approval
is now required before starting any
job and no additional jobs can beundertaken without discussion withthe supervisor.

58

Furthermore, procedures have beenre-emphasized, and a toolbox talkis now conducted before every job
undertaken by a Contractor to confirm
that they are aware of the necessary
safety precautions. A procedure has
also been developed based on thesea state conditions and mooring
requirements.
This was the first LTI to occur on the
CFP in 10 years’, so it motivated all
staff to refocus and re-emphasize on
safe working practices and everyone istaking more precautions and is more
focused on the job.

ADOC 2020 SUSTAINABILITY REPORTThis is a very remarkableaccomplishment considering theconditions that you face in a limited
workplace such as CFP where you
always face continuous restlessnights. It is a reflection of thecommitment and concentrated
efforts by all CFP staff in ouroperational activity throughmaintaining the motto,‘Safety first; Think before act’!
Mr. Hiroyuki Yamamoto,former General Manager, Celebrationfor 4,000 Days without an LTI at CFP

HSE Awards for 4,000 Days without an LTI at CFP

Furthermore, on 12th August 2020,
ADOC achieved 1,000 days without LTI
at Mussafah Warehouse. A ceremony was
conducted on 13th August 2021, hosted
by our current General Manager, Mr. Koji
Ueno. Due to the COVID-19 outbreakall over the world, we conducted the
ceremony online.
Such celebrations encourage employees
to undertake their work safely. Despite
the outbreak of the pandemic and as low
oil prices prevailed, ADOC managed to
execute these activities which improves themoral of our employees. This demonstrate
how ADOC management proactively
adapt to new environments and sustain
their work during hard times.

We are happy to announce the remarkable
milestone achievement of “1000 days without
Lost Time Injury”. During this COVID pandemic
situation which has impacted our routine
operations, ADOC’s achievement can be seen
as a sign of optimism for the future and areason to celebrate.
We take this opportunity to recognize thefact that each of our ADOC employees havebeen proactive about safety and has directly /indirectly helped to fine-tune the organizations
direction on HSE. It’s been said that “safety
doesn’t happen by accident.” Thanks to ouremployees for always promoting safe work
habits and setting a positive example for safe
and stable operation.’

Note: This photograph was taken prior to the COVID-19 pandemic

Personal Protective
Equipment
ADOC ensure that all personnel
are provided with the correctequipment at work which protects
them against risks to their healthand safety. In November 2020,
ADOC upgraded all coveralls overa two month transition period in
accordance with the requirementsof the ADNOC HSE Standard
for PPE (both types are shown inthis report).

Mr. Koji Ueno, General Manager,
Celebration for 1,000 Days without an LTI
at Mussafah Warehouse59

ADOC 2020 SUSTAINABILITY REPORTADOC HSE Awards
The ADOC HSE Awards is an annual
event, recognizing the achievements
of individuals or departments fortheir exceptional performance andimplementation of innovative HSE
initiatives. There are four categories,
including HSE Achievement, Special
Recognition Award, HSE Good
Proposal Award and HSE Best PracticeAward. In 2020, a special category was
introduced for COVID-19 Precautional
Achievements and Initiatives.
The HSE Awards is a scheme toencourage all employees to strive forexcellence in their daily activities. In
total, 86 applications were received forthe competition. Among the winners
were Dr. Nakawa and the ADOC
Medical Team for their ‘COVID-19
Preparedness and Response: Infection
Prevention and Control in ADOC
Community / Workplace’.

ADOC HSE Awards 2020

The medical team were recognized fortheir work on the frontline during the
pandemic, keeping all ADOC employees
safe during such unprecedented times.

During the awards ceremony,
the medical team were thanked
and honored for their dedication,compassion, and selfless support.

ADOC Safety Performance 2020
KPI

TargetActual

HSE Leadership Site Visits

6

10

HSE Inspections by Site Management

1215

Minimum Number of Contractor Audits by ADOC

7

8

Close Out of Audit Gaps>80%

93.57%

Near Miss Reports/ Safety Observations

700

788

Fatalities

ADOC – 0
Contractor – 0

ADOC – 0
Contractor – 0

Lost Time Injuries

ADOC – 0
Contractor – ≤3

ADOC – 0
Contractor – 3

Lost Time Injury Frequency

ADOC – 0
Contractor – ≤0.56

ADOC – 0
Contractor – 0.69

Lost Time Injury Severity

ADOC – 0
Contractor – ≤12.3

ADOC – 0
Contractor – 15.6

Total Reportable Injury

ADOC – 0
Contractor – ≤9

ADOC – 0
Contractor – 5

Total Reportable Injury Rate

ADOC – 0
Contractor – ≤1.68

ADOC – 0
Contractor – 1.14

First Aid Cases

ADOC – ≤2
Contractor – ≤25

ADOC – 0
Contractor – 6

60

ADOC 2020 SUSTAINABILITY REPORTHSE AWARENESSAND EDUCATIONAs discussed in Chapter 2, training needs
are assessed based on individual annual
performance reviews for all employees.
External and in-house training courses
and awareness campaigns are offered,depending on whether third party
certification is required.
All training is provided free of charge
for all employees and is conductedduring working hours. The effectivenessof the training is determined throughan evaluation of incidents that occur.
Following an incident and Root Cause
Analysis, the requirement for additional
training may be identified to prevent
future reoccurrence.

HEALTHAll employees at ADOC have access to
non-occupational medical and healthcare
services through universal health coverageas part of the comprehensive benefits
package for full-time employees. At the
ADOC facilities, two clinics and one
first aid post are operated to ensure
employee health and wellbeing whileworking onshore and offshore. The clinics
are located in the Abu Dhabi Office andMubarraz Island, and the first aid post
is located in the CFP facility. All threelocations are licensed by the Department
of Health through an annual audit review.

A total of 20 campaigns and educationalawareness sessions were conducted
specifically for HSE related topics.
These included sessions on Chemical
Management, Adverse Weather, Hand
Safety Awareness, Life Raft Operation,
Beat the Heat, Electrical Safety, Food
Safety and Hygiene, Road Safety andNovel COVID-19 awareness.

Abu Dhabi-based employees may
utilize the ADOC clinic for medical
examinations and treatment to theextent of the available services, and staff
working offshore can use the various
offshore facilities. Onshore and offshore
employees may request a referral fromthe ADOC doctor if further examinationand treatment is required. At any time, theemployees may seek treatment outsideof the clinic in government and private
hospitals utilizing the health insurance
coverage provided by ADOC.

In addition, training sessions were
provided for Company and Contractor
staff regarding Sea Survival, Helicopter
Underwater Escape Training, H2S/
Breathing Apparatus, Advanced FireFighting, Crane Operator Refresher,
Appointed Person Lifting Operationand Safety Integrity Level.

No work-related ill health incidents
occurred in 2020 for ADOC employeesor the Contractors. Voluntary healthpromotion programs were focused on
the physical and mental health impacts
related to COVID-19. In addition, fatigue
management training and a campaign werecarried out for all staff.
As part of the HSEIA process, an
Occupational Health Risk Assessment
is undertaken to identify and create an
inventory of agents potentially hazardous
to health, evaluate risks to health, decideon control measures required, consider
any emergency (recovery) measuresneeded, demonstrate compliance to
ADNOC Standards and Federal laws, anddemonstrate the effectiveness of controls.

Mr. Toshihide Izawa
Head, Drilling Group
Development Department
Although it was a tough year for all
rig activities, we are proud that wewere able to continue carrying out
operations without any incidents.
This was possible due to the strong
collaboration between rig and service
companies working with ADOC andsupport from all ADOC rig personnel
and other ADOC departments tocontinue our activities safely.
As the rigs have limited
accommodations and spaces, ourprimary counter measure to thepandemic was to prevent any
positive cases/ contact cases fromentering the rig from Abu Dhabi.
Even during the drilling activities, thepresence of personnel was on an ‘asneeded basis’ to minimize contact.
All visiting personnel took a PCR test
and completed a behavioral reportconfirming their whereabouts in thepast 14 days.
On the rig site, isolation rooms
and site-specific procedures wereprepared to mitigate risk of pandemic
at the site in the event of a positivecase. As a result of the commendable
precautions taken by all staff, nopositive case has been occurred at
the site and no significant negative
effects have impacted rig operations.
We conducted workovers anddrilled one new well; a waterdisposal well at Mubarraz Island. We
followed established procedures forenvironmental protection and as aresult, no environmental incidents
occurred and no mortalities or
injuries to marine wildlife happened
during the operation of the rig andthe drilling activities.

61

ADOC 2020 SUSTAINABILITY REPORTEmergency Response
Priorities•

Human Life•

Environment•

Protection of Facilities•

Business Continuity

Corporate Emergency Response Plan Training

62

EMERGENCY
MANAGEMENT
It is ADOC’s responsibility to ensure plans,
procedures and resources are available
to effectively respond to emergency
situations. ADOC have developed acomprehensive Corporate Emergency
Response Plan (ERP) for responding to
unplanned situations. The ERP provides
the systems and measures to contain andcontrol the effects of major accidents. The
responsibility to ensure that the procedure
is in place and operable is under the
General Management, through the HSE
Manager, where the selected personnel
are trained to act as a team under theincident commander.

ADOC Emergency Fire Fighting Vehicle

We also developed an Oil Spill Response
Plan for Mubarraz Island, ARST and
HST, and a separate plan for CFP and
Mubarraz Field. Given the location of
ADOC’s activities in a marine protected
area, the Oil Spill Response Plan is
crucial for the avoidance of releases tothe marine environment. The Oil Spill
Response Plan establishes the roles andresponsibilities and procedures necessary
to control oil spills in a timely manner.
Seventeen emergency drills were carriedout throughout 2020. Although 25 drills
were planned, some were cancelled
due to COVID-19 in order to maintainthe social distancing rules applied
within ADOC.

ADOC 2020 SUSTAINABILITY REPORT

Mr. Satoshi Ito and Mr. Senthamizh SelvanHead, Health, Safety & Environment Department

ADOC and the SE Department
have been able to showcase theirenvironmental achievements throughinternational publications and awards
schemes. ADOC took the opportunity
to submit a publication (now underreview) to the Marine Pollution Bulletin
Journal, highlighting the use of sewage
sludge as fertilizer to support enhanced
mangrove growth in Mubarraz Island.
The findings of the study are a uniqueachievement that accomplishes
better mangrove growth and reduces
operational costs as the sludge does
not have to be shipped for disposal.
ADOC also applied for The World
Association for Waterborne Transport
Infrastructure awards, to recognize
their achievements for mangrove
planting on dredged materials. We are
currently expecting a response to theaward application soon and are hopefulof success.
Another achievement of 2020 was
the extension of the remote satellite
seagrass mapping to the Hail Shoal. Dueto the pandemic, physical mapping could
not be undertaken as the specialized

personnel and equipment could not bemobilized offshore, therefore physicalcalibration of the habitats will happen
soon. ADOC were still able to regularly
monitor the seagrass in various ways tomake sure the operations did not affectthe habitat. No negative impacts from
ADOC’s operations were recorded on theseagrass in 2020.
The ADOC SE Department also
implemented the Environment Asset
Safety Integrity Documentation(EASIDOC) system, which is a HSE digitalplatform that can be accessed by allcompany employees to report HSE cases.
ADOC aim is to move towards having
a digital library that all employees canrefer to which will provide 100% visible
communications, support a paperlessenvironment and produce faster andmore reliable data. Due to the faster
reporting cycles, HSE management has
been improved.
ADOC also achieved transformation to
the 2018 ISO: 50001 Energy Management
standard. This was undertaken successfully
thanks to coordination between

employees to complete internal andexternal audits despite the pandemic
challenges. The audits were all
successfully completed online, and a gap
analysis was also conducted by a third
party to determine the requirements
for the transition. Subsequently, weclosed out the gaps related to energy
management systems by implementing
a lot of new documents. Although
it is too early to determine theresults of the implementation, theultimate purpose is to increase energy
efficiency and reduce consumption,
and ADOC are continuously working
towards achieving these goals.
Lastly, all HSE targets for 2020 wereachieved despite the challenging
conditions posed by COVID-19.
Three Lost Time Injuries occurred,
two of the cases happened in routine
operations. ADOC reacted by taking
actions to identify hidden hazards,
prepared visual awareness materials,
and encouraged and advised all staff tobe a safety leader without compromise– all employees are accountable forhealth and safety.

63

ADOC 2020 SUSTAINABILITY REPORTADOC Pointing and Calling Awareness Programme

We endeavor to achieve
reliable operations byfocusing on process
safety and asset integrity
management.

Note: This photograph was taken prior to the COVID-19 pandemic

SECURITYASSET INTEGRITY

The ADOC AD Manager is responsible
for security at our Abu Dhabi Office,while the Critical Infrastructure andCoastal Protection Authority (CICPA)
are accountable for security at all ouroperational sites. CICPA is the official
authority for the security and protectionof all critical infrastructure and resourcesin Abu Dhabi; they issue security clearance
for all companies or employees working
within such critical sites.

Asset Integrity is a sub-element of the
Planning, Standards and Procedures aspart of the ADOC HSEMS. Any risks
identified in ADOC’s operations are
subject to additional preventative andmitigating controls to ensure the risk is As
Low as Reasonably Practicable (ALARP).
The ALARP principle is the foundation of
our HSE Policy, ensuring our activities aresafety-centric.

CICPA is responsible for the installationand maintenance of security systems ateach of the offshore facilities. At the CFP, a
Security Control and Command room withassociated equipment such as cameras has
been installed. Plans are also in place for apermanent security system for HST.

64

ADOC 2020 SUSTAINABILITY REPORT

Mr. Takao Sakata
Assistant Manager
Offshore Operating Department - Mubarraz

We had 3 Lost Time Injuries (LTIs) at
ADOC this year, including a painting
incident, a slip and trip and a pinch
point injury where a finger wascaught in a rope. We undertook
investigations to identify the root
causes of each of the incidents.
As a result of the investigations,
we conducted campaigns on site
to create awareness of such risks,
revised the hiring policy to ensure
all personnel are fit for their tasks,
re-shared the HSE life-saving
rules with all sites, and conducted
Toolbox Talks.
Contractors for the Mubarraz sitewere also required to undergo
training to go over protection
measures and preventative training
in order to increase their awarenesson safe working conditions.

Moreover, due to the lockdown and nohome leave, employees were getting
fatigued resulting in lack of attention
during routine tasks. To combat
this, ADOC introduced staff breaks
to relieve employees and provided
additional activities, such as a COVID-19
awareness quiz. The winner was givena reward.
Overall, safe operations wereachieved despite the global pandemic
situation through continuous efforts ofall employees.

EASIDOC
Implementation
ADOC implemented theEnvironment Asset Safety
Integrity Documentation System(EASIDOC), a new HSE systemthat allows all employees to accessand report HSE incidents and share
information. This is in line with
ADOC’s mission to move towards
a digital library that all employees
can reference, resulting in 100%
digital communications. Thissystem has already enabled a faster
reporting cycle for improving HSE
management and is a paperless
initiative to reduce paper use.

65

ADOC 2020 SUSTAINABILITY REPORTO5C HAPTE R O5

PRO F ITIn early 2020 when the full impact
of COVID-19 pandemic was realized,
as well as a fall in the global oil price,
it was decided to shift the economic
focus towards maintaining production,and the majority of new projects
and initiatives were put on hold.
Despite this, ADOC were able tomaintain production without any
serious incidents.

66

ADOC 2020 SUSTAINABILITY REPORTECONOMIC PERFORMANCE
ADOC’s vision focuses on optimizing production and long-term growth. The major targets set by
ADOC at the beginning of 2020 to achieve this aspiration were:

Maintain safe and stable operations - Putting the safety of all employees first in order
avoid incidents involving ADOC staff and disruption to production. This is the most importantmanagement philosophy and ongoing goal of the Company.

Further enhance individual capability and productivity - Improving individual
skill, knowledge, and productivity through daily work to make ADOC stronger and a morecompetitive company in Abu Dhabi.

Firmly execute the planned construction and maintenance works withinstrict time schedules Avoiding delay of annual planned construction and maintenanceworks to ensure safe and stable operations.

Financial control at ADOC is the responsibility of the FA Department. The key role of this department
is the preparation and control of budgets and management of ADOC’s funds and tax declarations. No
new procedures or policies were formulated in the ADOC FA Department in 2020. We continued
to implement the standard systems such as the Oracle Enterprise Resource Planning tool and ADOC
budget book systems to maintain and increase efficiency in the department.
In early 2020 when the full impact of COVID-19 pandemic was realized, as well as a fall in the global
oil price, it was decided to shift the economic focus towards maintaining production, and the majorityof new projects and initiatives were put on hold. Several big projects were planned, such as the water
injection project, Mubarraz re-development study and the ADNOC sole risk drilling work. The
planned construction and maintenance works were halted to focus on business continuity to achieve
production targets in the difficult situation caused by the pandemic. Despite this, ADOC were able
to maintain production without any serious incidents. This is considered a significant achievement
particularly due to the additional restrictions and procedures that were put in place becauseof COVID-19.

67

ADOC 2020 SUSTAINABILITY REPORTINDIRECTECONOMICPERFORMANCE
ADOC’s activities as an employer andconsumer of local products and services
in the UAE indirectly supports local
economic development. For example,
34% of ADOCs employees are Emirati
Nationals, while 88% of the total spending
on procurement was on local vendors in
2020. ADOC strive to create long-term
job creation and well as continued demand
for local services.

PROCUREMENT
A total of 227 Suppliers were procured
by ADOC PT Department to provide
equipment, spare parts, materials, andservices such as new fan units, cables, filters
and inspection and calibration services.
Almost all the local Suppliers were selectedfrom an approved list of vendors basedon a stringent set of criteria through the
ADNOC Commercial Directory. This is a
repository of approved partners permitted
to provide services to the ADNOC Group
Companies and ADOC.
The Commercial Directory has a screening
process to ensure a qualified, competitive,
and sustainable supply chain of partners
and services providers. Basically, allpotential partners and service providers
should be registered and prequalified
to do business with any of the ADNOCGroup Companies. The prequalificationassessment is part of ADNOC’s due
diligence of a new relationship with a
Supplier. We also actively engage with
our key stakeholders, particularly ourContractors and Suppliers, to manage
economic, environmental, and social
impacts, risks, and opportunities.

We also engage in free and fair transactionsin accordance with our Code of Conduct,and endeavor to promote mutual
prosperity with our Contractors andSuppliers. Through the Code of Conduct,
we also screen Contractors and Suppliers
by assessing a set of criteria to ensure
proper selection.
We are also committed to boosting the
local economy by hiring local Suppliersin line with ADNOC’s In Country Value(ICV) program. This initiative focuses onenhancing in-country manufacturing, local
procurement, employment of Emirati
Nationals and local investment. Overall,
88% of the total spending on procurement
was on local vendors. Although there wasa 3% decrease on local spending from 2019(91%), a substantial amount of ADOC’spurchases are from local vendors, which
supports the local economy.

ADOC are committed toboosting the local economy
by hiring local Suppliersin line with ADNOC’s
In Country Value (ICV)
program.

ADOC Procurement
Screening Criteria

Financial
Condition

Approach toEnvironmental
Preservation

Management
Policies

ADOC
Procurement
ScreeningTechnological
Capabilities

Quality & Priceof the Services

Ability to Offer
Stable Supplies

68

Compliancewith Laws &Regulations

ADOC 2020 SUSTAINABILITY REPORT

Capt. Mousa M. Hamad
Head, Offshore Purchasing
and Transportation Group,
Offshore Operating
Department
Although movements were restricted
due to the pandemic, the ADOC OP
Department managed to continuetransportation of crude oil products
without compromising the safety ofall parties involved. The situation in2020 totally changed the way we are
dealing with vessels and carriers due
to additional safety equipment andprecautionary measures, however wemanaged to handle operations safely
without delay.
Due to COVID-19, staff are now
required to wear additional safety
equipment such as masks and gloves,which makes the activities moredifficult, particularly for those operating
the choppers and boats. As a result,
we have provided special training on
how to operate these while wearing
additional PPE so that the operators
can do their jobs effectively.
Other safety precautions implemented
included completing maritime healthdeclaration forms before the arrivalof all boats including the tanker,
completing temperature monitoring
sheets, limiting contact with vesselcrews, and conducting regular
PCR tests.

Ship crews were also required toconfirm whether they were tested or
vaccinated by filling out the mandatory
ADOC health questionnaires.
Furthermore, any cargo that wastransported from Abu Dhabi to
Mubarraz, by means of chopper orboats was always sanitized before
delivery. Despite the additional
requirements, the measures becomea routine job, so the transportation
schedule has not been impacted.
One slip and trip incident occurred on
one of our boats during 2020. Instantly,
we launched an investigation and root
cause analysis to find out the main cause
as it was a routine activity. As a result,
we instructed the Contractor to carryout training, Toolbox Talks, and provide
re-training on the lifesaving rules toavoid reoccurrence. The training wasapplied to all boats, not just the one
where the incident occurred, to provide
an example for all other vessels.
Despite the pandemic, continued
environmental precautions werealso taken in 2020 by ADOC. Prior
to the arrival of foreign vessels,
ADOC ensures that they follow theInternational Maritime Organization(IMO) water management plan. Also,a nominated tanker will undergo
ADNOC vetting inspection tocome onto the port. Pre-arrival
questionnaires and documents need
to be filled out by the vessel to reporton their ballast discharge and waste
disposal. If it meets ADNOC andBWM Convention by IMO and ROMPE
regulations, then the vessel is permitted
to de-ballast within the UAE waters.
This is crucial to protect the marine
environment of the UAE by avoiding
the release of potentially invasive
species and marine contaminants into
UAE waters.

69

ADOC 2020 SUSTAINABILITY REPORTA B B R E VIATION S LI ST

70

ADOC 2020 SUSTAINABILITY REPORTABBREVIATIONS LISTAD

Administration

HSEMS

Health, Safety and Environment Management System

ADNOC

Abu Dhabi National Oil Company

HSSE

Health, Safety, Security and Environment

ADOC

Abu Dhabi Oil Co. Ltd. (Japan)

HST

Hail Site Terminal

ADSSC

Abu Dhabi Sewerage Services Company

ICV

In Country ValueADWEA

Abu Dhabi Water and Electricity Authority

IMO

International Maritime Organization

ALARP

As Low as Reasonably Practicable

IOGP

International Association of Oil and Gas Producers

AR

Umm Al Anbar

ISOInternational Organization for Standardization

ARST

AR Site Terminal

IUCN

International Union for the Conservation of Nature

ATHS

Applied Technology High School

JLTP

Japanese Language Teaching Programme

AU

Auditing

KPI

Key Performance Indicator

BeAAT

Central Environment Protection Facility

LTI

Lost Time Injury

CBT

Competency Based Training

MARPOLInternational Convention for the Prevention of Pollution from Ships

CFP

Central Facilities Platform

MMSCF

Million Standard Cubic Feet

CH4

MethaneMMSCFD

Million Standard Cubic Feet per Day

CICPA

Critical Infrastructure and Coastal Protection Authority

MMSCFY

Million Standard Cubic Feet per Year

COVID-19

Respiratory disease caused by SARS-CoV-2

N2O

Nitrous Oxide

CO

Carbon Monoxide

NEBOSH

National Examination Board in Occupational Safety & Health

CO2

Carbon Dioxide

NMVOCsNon-Methane Volatile Organic Compounds

EAD

Environment Agency – Abu Dhabi

NOx

Nitrogen Oxides

EASIDOC

Environment Asset Safety Integrity Documentation System

PIANC

World Association for Waterborne Transport Infrastructure

EIA

Environmental Impact Assessment

PPE

Personal Protective Equipment

EnMS

Energy Management System

QCC

Quality Conformity Council

ERP

Emergency Response Plan

SDGs

Sustainable Development Goals

GA

Neewat Al Ghalan

SO2

Sulphur Dioxide

GHG

Greenhouse Gas

SOx

Sulphur Oxides

GIS

Geographic Information Systems

SPC

Supreme Petroleum Council

GJ

Giga joules

SPM

Single Point Mooring

GRI

Global Reporting Initiative

STP

Sewage Treatment Plant

H2S

Hydrogen Sulphide

UAE

United Arab Emirates

HR

Human Resources and Development

UN

United Nations

HSE

Health, Safety and Environment

UNESCO

United Nations Educational, Scientific & Cultural Organization

HSEIA

Health, Safety and Environmental Impact Assessment

71

ADOC 2020 SUSTAINABILITY REPORTG R I I N DE X

72

ADOC 2020 SUSTAINABILITY REPORTGRI INDEXGRI Standard

Disclosure

Information/ Page Number

Omission

GRI 102: General
Disclosures

Organizational Profile
102-1 Name of the organization

Page 7-102-2 Activities, brands, products, andservices

Page 14-17-

102-3 Location of headquarters

Page 13-102-4 Location of operations

Page 14-17- This report covers ADOC’soperations in the UAE; transportationand marketing, sales and consumptionof the crude oil in Japan is beyond thescope of this report.

-

102-5 Ownership and legal form

Page 13 – 17 - ADOC 100% owned byfour Japanese shareholders.

-

102-7 Scale of the organization

Page 14-17, 22-23

ADOC’s net revenue has notbeen disclosed since its considered
confidential by ADOC.

102-8 Information on employees andother workers

Page 25-27-

102-9 Supply chain

Page 68-

102-10 Significant changes to theorganization and its supply chain

No changes have been made in ADOC's
organizational size, structure, ownershipor supply chain.

-102-11 Precautionary Principle orapproach

Page 39-102-12 External initiatives

Page 10-14, 21, 40-41-

102-13 Membership of associations

Page 21-102-14 Statement from senior decisionmaker

Page 5 - Statement from General
Manager-

102-15 Key impacts, risks, andopportunities

Page 39-40, 59-

102-16 Values, principles, standards, andnorms of behavior

Page 32 - 33-

102-17 Mechanisms for advice andconcerns about ethics

Page 32 - 33-

102-18 Governance structure

Page 14-102-19 Delegating authority

Page 14 and 20-

102-20 Executive-level responsibility
for economic, environmental, and social
topicsPage 14-102-21 Consulting Stakeholders on
Economic, Environmental and Social
TopicsPage 20-

Strategy

Ethics and Integrity

Governance73

ADOC 2020 SUSTAINABILITY REPORTGRI Standard

Disclosure

Information/ Page Number

Omission102-23 Chair of the highest governancebody

Page 14-102-25 Conflicts of interest

Page 33 – 34-

102-27 Collective knowledge of highest
governance body

Page 30-31-

102-29 Identifying and managing
economic, environmental, and social
impacts

Page 21-102-32 Highest governance body’s rolein sustainability reporting

Each year, the Sustainability Report isreviewed by the General Manager andthe Department Managers. The final
approval of the report is provided by
the General Manager, after all comments
have been addressed and closed.

102-33 Communicating critical concerns

Page 33 - Whistleblowing Policy-

102-35 Remuneration policies

Page 29-

102-40 List of stakeholder groups

Page 19-102-41 Collective bargaining agreements

Employee associations such as unions
and collective bargaining are notpermitted in the UAE under the Federallaw.

-

102-42 Identifying and selecting
stakeholders

Page 19-102-43 Approach to stakeholder
engagement

Page 19-102-44 Key topics and concerns raised

Page 61-102-45 Entities included in the
consolidated financial statements

All UAE entities are included in the
consolidated financial statements.

-

102-46 Defining report content andtopic boundaries

Page 7 – 8-

102-47 List of material topics

Page 8 – 9-102-48 Restatements of information

No restatements of information haveoccurred in the reporting period.

-

102-49 Changes in reporting

Page 7 – 9-

102-50 Reporting period

Page 7-102-51 Date of most recent report

December 2019-102-52 Reporting cycle

Annual-102-53 Contact point for questions
regarding the report

Page 11-102-54 Claims of reporting inaccordance with the GRI Standards

Page 7-102-55 GRI content index

Page 73- end-

102-56 External assuranceThis report has not undergone an
external assurance process-

Stakeholder Engagement

Reporting Practice74

ADOC 2020 SUSTAINABILITY REPORTGRI Standard

Disclosure

Information/ Page Number

Omission

Economic
Performance103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 7 – 9-

103-3 Evaluation of the Management
Approach

Page 59 – 60-

201-1 Direct economic value generated
and distributed

As a privately held company, ADOC do
not disclose this information.

ADOC is a privately held company.
ADOC’s financial information isreported to the parent companies of
Cosmo Energy and Nippon Oil and
Gas Exploration. We also report our
financial information to ADNOC as an
operating company, and therefore do
not wish to disclose financial information
separately as a single entity.

201-4 Financial assistance received fromgovernment

ADOC does not receive any financial
assistance.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 27 and 59 – 60-

103-3 Evaluation of the Management
Approach

Page 59 – 60-

202-01 Ratios of standard entry level
wage by gender compared to local
minimum wage

There is no minimum wage in the UAE,
however all ADOC payments are inalignment with the general market
conditions.

-202-2 Proportion of senior management
hired from the local community

Number of personnel in executive/
senior management positions thatare UAE Nationals is 1 or 8.33%. The
position is HR Manager.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 27 and 59 – 60-

103-3 Evaluation of the Management
Approach

Page 59 – 60-

203-2 Significant indirect economic
impacts

Page 17, 59 – 60-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 59 – 60-

103-3 Evaluation of the Management
Approach

Page 59 – 60-

204-1 Proportion of spending on local
suppliers

Page 59 – 60-

Market Presence

Indirect Economic
Impacts

Procurement
Practices75

ADOC 2020 SUSTAINABILITY REPORTGRI Standard

Disclosure

Information/ Page Number

Omission

Anti-corruption

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 33 – 34-

103-3 Evaluation of the Management
Approach

Page 33 – 34-

205-2 Communication and training
about anti-corruption policies andprocedures

Page 33 – 34-

205-3 Confirmed incidents ofcorruption and actions taken

No confirmed incidents of corruption
were recorded in ADOC.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 33 – 34-

103-3 Evaluation of the Management
Approach

Page 33 – 34-

206-1 Legal actions for anti-competitive
behavior, anti-trust, and monopoly
practices

No legal complaints for anti-competitive
behavior, anti-trust, or monopoly
practices were reported in ADOC.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 39 – 41-

103-3 Evaluation of the Management
Approach

Page 39 – 41-

302-1 Energy consumption within theorganization

ADOC’s total direct energy
consumption was 3.51x106 Gigajoules(GJ) and our total indirect energy
consumption was 16.82 x103 GJ.

302-3 Energy intensity

Page 39-103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 44-45-

103-3 Evaluation of the Management
Approach

Page 44-45-

303-2 Management of water dischargerelated impacts

Page 44-45-

303-3 Water withdrawal

In total, 1,714,000 cubic meters of water
was withdrawn; a total of 70,628 cubic
meters was withdraw from municipal
supplies, whereas 1,643,111 waswithdrawn from the sea. In addition,
ADOC produced 379,201 cubic metersof desalinated water in 2020, 91,134
cubic meters of which was treated andreused as irrigation water.

303-4 Water discharge

ADOC generated 1,413,312 cubic
meters of wastewater; a total of
67,097 cubic meters was disposed in
the municipal sewerage system and1,346,215 cubic meters was discharged
to the sea as RO brine water. All
produced water and other processwastewater streams are injected into a
wastewater disposal well.

Anti-competitive
behavior

EnergyWater andEffluents

76-

ADOC 2020 SUSTAINABILITY REPORTGRI Standard

Biodiversity

EmissionsDisclosure

Information/ Page Number

Omission303-5 Water consumption

Page 46-103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 37 – 39-

103-3 Evaluation of the Management
Approach

Page 37 – 39-

304-1 Operational sites owned, leased,managed in, or adjacent to, protectedareas and areas of high biodiversity
value outside protected areas

Page 37 – 39-

304-2 Significant impacts of activities,
products, and services on biodiversity

Page 37 – 39-

304-3 Habitats protected or restored

Page 45 – 49-

304-4 IUCN Red List species andnational conservation list species with
habitats in areas affected by operations

Page 37 – 39-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 37 – 43-

103-3 Evaluation of the Management
Approach

Page 37 – 43-

305-1 Direct (Scope 1) GHG emissions

Page 41 – 42-

The total volume of flared hydrocarbons
in 2020 was 85.04 Million Standard
Cubic Feet (MMSCF).

Waste

Environmental
Compliance305-2 Energy indirect (Scope 2) GHG
emissionsPage 41 – 42-

305-5 Reduction of GHG emissions

Page 41 – 42-

305-7 Nitrogen Oxides (NOX), Sulphur
Oxides (SOX), and other significant air
emissions

In total, 2,209 tonnes of SO2, 608
tonnes of NOX, 235 tonnes of CO and
42 tonnes of NMVOCs were emitted.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 43 – 44-

103-3 Evaluation of the Management
Approach

Page 43 – 44-306-1 Waste Generation and significant
waste-related impacts

Page 43 – 44-306-3 Waste generated

Page 43 – 44-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 37 – 39-

103-3 Evaluation of the Management
Approach

Page 37 – 39-

307-1 Non-compliance withenvironmental laws and regulations

ADOC did not identify any noncompliance issues in environmental
laws and/or regulations. No fines or
non-monetary sanctions were brought
upon ADOC.

-

77

ADOC 2020 SUSTAINABILITY REPORTGRI Standard

Disclosure

Information/ Page Number

Omission

Supplier
Environmental
Assessment

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 59 – 60-

103-3 Evaluation of the Management
Approach

Page 59 – 60-

308-1 New suppliers that werescreened using environmental criteria

Page 59 – 60-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 22 – 27-

103-3 Evaluation of the Management
Approach

Page 22 – 27-

401-1 New employee hires andemployee turnover

Page 22-23-

401-2 Benefits provided to full-time
employees that are not provided totemporary or part-time employees

Page 27-401-3 Parental leave

Page 27-103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

Employment

Occupational
Health and Safety

Training and
Education

78

103-2 The management approach andits components-

103-3 Evaluation of the Management
Approach-403-1 Occupational health and safety
management system

Page 55-

403-2 Hazard identification, risk
assessment and incident investigation

Page 39 and Page 55 – 57-

403-3 Occupational health services

Page 59-403-5 Worker training on occupational
health and safety

Page 29 – 31 and Page 59-

403-6 Promotion of worker healthPage 59-403-8 Workers covered by an
occupational health and safety
management system

Page 55-

403-9 Work-related injuries

Page 58 – 59-

403-10 Work-related ill healthPage 58 – 59-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 29 – 30-

103-3 Evaluation of the Management
Approach

Page 29 – 30-

404-1 Average hours of training peryear per employee

Page 29 – 30-

404-3 Percentage of employees
receiving regular performance andcareer development reviews

Page 33-

ADOC 2020 SUSTAINABILITY REPORTGRI Standard

Disclosure

Information/ Page Number

Omission

Diversityand Equal
Opportunity

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 26 – 31-

103-3 Evaluation of the Management
Approach

Page 26 – 31-

405-1 Diversity of governance bodies
and employees

Page 26 – 31-

405-2 Ratio of basic salary andremuneration of women to men

There are no women team members
within the Executive and Senior
Management Team of ADOC. 100% of
the women staff in middle management
team as well as other staff (professional,
operational and administrative) receive
the same basic salary and remuneration
as men.

-103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 22 – 27 and 33-

103-3 Evaluation of the Management
Approach

Page 22 – 27 and 33-

406-1 Incidents of discrimination andcorrective actions taken

No significant incidents of discrimination
were reported to ADOC.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 33-

103-3 Evaluation of the Management
Approach

Page 33-

407-1 Operations and suppliers in which
the right to freedom of association andcollective bargaining may be at risk

Employee associations, such as unions
and collective bargaining are notpermitted in the UAE under the Federallaw.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 33-

103-3 Evaluation of the Management
Approach

Page 33-408-1 Operations and suppliers at
significant risk for incidents of child labor

As part of the ADOC Code of Conduct, child employment is prohibited.
Furthermore, based on Federal law,
the operations and suppliers are notconsidered to have significant risks ofincidents of child labor/ young workers
exposed to hazardous work.

Nondiscrimination

Freedom of
Association
and Collective
Bargaining

Child Labor

79

ADOC 2020 SUSTAINABILITY REPORTGRI Standard

Disclosure

Information/ Page Number

Omission

Forced orCompulsoryLabor

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 34-

103-3 Evaluation of the Management
Approach

Page 34-409-1 Operations and suppliers at
significant risk for incidents of forced orcompulsory labor

As part of the ADOC Code of
Conduct, forced or compulsory labor
is prohibited. Furthermore, basedon Federal law, the operations andsuppliers are not considered to havesignificant risks of incidents of forced orcompulsory labor.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 33 and 34-

103-3 Evaluation of the Management
Approach

Page 33 and 34-

412-1 Operations that have been subject
to human rights reviews or impact
assessments

Page 33-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 59 – 60-

103-3 Evaluation of the Management
Approach

Page 59 – 60-

414-1 New suppliers that were screenedusing social criteria

Page 59 – 60-

414-2 Negative social impacts in the
supply chain and actions taken

N/A- This is undertaken by ADNOC.

-

103-1 Explanation of the material topics
and its boundaries

Page 7 – 9-

103-2 The management approach andits components

Page 33 – 34-

103-3 Evaluation of the Management
Approach

Page 33 – 34-

419-1 Non-compliance with laws andregulations in the social and economic
area

ADOC did not identify any noncompliance issues with social, economicand environmental laws and/or
regulations. No fines or non-monetary
sanctions were brought upon ADOC.

-

Human Rights
Assessment

Supplier Social
Assessment

Socioeconomic
Compliance80